Practicing Organization Development: Leading Transformation and Change PDF
Preview Practicing Organization Development: Leading Transformation and Change
Table of Contents Title Page Copyright Dedication List of Figures, Tables, and Exhibits Acknowledgments Foreword Organization Development: Transforming the Whole Organization to Thrive, Perform, Achieve Goals, and Grow Sustainably Introduction: Getting the Most from This Book The Audience for the Book The Purpose and Objectives of the Book References Part One: Foundations Chapter One: Organization Development, Transformation, and Change What Are Organization Development, Transformation, and Change? Why Care About OD and Change? What Special Terms Are Used in Organization Development? What Is Systems Thinking and Why Is It Important? What Are the Philosophical Foundations of Organization Development, and Why Are They Important? Summary Resources References Chapter Two: The Origins of Organization Development Kurt Lewin—The Grandfather of Organization Development (1939) Wilfred Bion—The Tavistock Method Douglas McGregor—Theory X and Theory Y What Is Different about Organization Development? Who Named Organization Development? The Origins of Organization Development Timeline Summary Resources References Chapter Three: Change Process and Models An Overview of Key Models for Organizational Change The Evolving View of the Action Research Model New Action Research Change Model: Perpetual and Instantaneous Positive Change Organization Development Effectiveness Model Summary Resources References Chapter Four: Organization Development and Transformation: What It Takes How Organization Transformation Emerged Three Types of Change Requirements for Transformation to Succeed Implications for the Organization Development Practitioner Summary Resource Articles References Chapter Five: Transformational Leadership Development Understanding Transformational Leadership Transformational Leadership Development—Two Components Transformation in a Dynamic Environment Creating Self-Awareness Know Thyself The Self-Assessment Process Summary Resources References Chapter Six: Appreciative Inquiry: Organization Development and the Strengths Revolution Defining Appreciative Inquiry Brief History of Appreciative Inquiry Appreciative Inquiry Principles The Appreciative Inquiry 5-D Cycle Appreciative Inquiry and the Organization Development Strengths Revolution Summary Resources References Chapter Seven: Competencies for Success Competencies as Competitive Advantage Developing a Competency Framework Professionalization: Case Examples Current State of Competencies for the Field of Organization Development Summary Resources References Part Two: Organization Development Process to Guide Transformation and Change Chapter Eight: Entry: Marketing and Positioning Organization Development Determining Your Value Proposition Identifying and Reaching the Economic Buyer Establishing the Routes to the Economic Buyer Establishing Conceptual Agreement Creating Proposals That Close Business Summary Resources Chapter Nine: Front-End Work: Engaging the Client System The Essence of the Front End Identifying the Client(s) and Sponsor(s) Becoming Oriented to the Client's World Establishing the Consultant's Competence and Credibility Developing an Open, Trusting, and Aligned Relationship Completing a Preliminary Diagnostic Scan Contracting the Work, Working Relationships, and Exchange Introducing the Engagement to the Organization Summary Resources References Chapter Ten: Launch: Assessment, Action Planning, and Implementation The Purpose of Launch Developing a Launch Philosophy What It Takes to Build Successful Organizations Considerations in Applying the Launch Phase of Organization Development to Changing Times Assessment Action Planning Implementation Summary Resources References Chapter Eleven: Evaluating Organizational Transformation: A Situational Approach Defining and Differentiating Change The Challenge of Evaluation Paradox of Competing Demands Levels of Evaluation Choosing an Evaluation Strategy Case Example: A Technology Firm Summary Resources References Chapter Twelve: Measurement to Determine the Return on Change Management Multi-layered, Holistic Measurement History of Measurement Change Measurement Framework Change Measurement Scorecard A Case Application of Change Measurement Scorecard Summary Resources References Chapter Thirteen: Closure: Mobilizing Energy to Sustain an Agile Organization Case Example The Planned Closure Process Mobilizing Energy Reflecting Supports Agility Attend to Closing Throughout an Organization Development Intervention Guidelines for the Closing Process Healthy Closure Determining Next Steps Summary Resources References Chapter Fourteen: Taking Culture Seriously in Organization Development What Is Culture and How Does It Work? Dialogic and Diagnostic Organization Development Diagnosis and Intervention The U.S. Culture of Doing and Measuring What Is Organization Development's Model of Organizational Functioning? Summary Resource References Part Three: Levels and Types of Change Chapter Fifteen: Individual Development in Organization Development: Making Change Stick Coaching Steps for Behavior Change Process Case Study Coaching Teams for Behavior Change Summary Resources Chapter Sixteen: Leading Innovative Teams Examining the Team Leader Create a Safe Space for Others to Innovate Building a Team with Complementary Skills and Expertise Team Processes That Encourage Innovation Summary Resources References Chapter Seventeen: Transformation and Change in Large Systems Defining Transformation and Change in Large Systems Interventions in Internal-Design Components Summary Resources References Chapter Eighteen: SOAR: Building Strategic Capacity Strategy—A Historical Perspective Linking Strategy and Organization Development SOAR SOAR: A Positive Transformation Summary Resources References Part Four: Special Issues in Organization Development, Transformation, and Change Chapter Nineteen: Sustainability and Transformational Work: What Should Business Do? Consideration 1: Move from a Preplanned to an Emergent Process Consideration 2: Harvest the Low-Hanging Fruit Consideration 3: Develop New Competencies for New Challenges Summary Resources References Chapter Twenty: Organization Design that Transforms The Relationship of Organization Design to Organization Development Key Concepts in Organization Design The Assessment Design Criteria Summary Resources References Chapter Twenty-One: Mergers and Acquisitions: Still Crazy After All These Years The M&A Process Recent Developments in M&A Practice Summary Resource References Chapter Twenty-Two: Exploring the Relationship between Organization Development and Change Management What Is Organization Development? What Is Change Management? The Relationship of Organization Development and Change Management Example: A Merger Summary Resources References Chapter 23: Positive Organizational Change: What the Field of Positive Organizational Scholarship Offers to Organization Development Practitioners Positive Organizational Scholarship A Positive Organizational Scholarship Framework A Positive Organizational Scholarship Lens in the Practice of Organization Development The Application of Positive Organizational Scholarship in Organization Development Summary Resources References Chapter Twenty-Four: Positive Organizational Ethics: Adult Moral Development in the Workplace Principled Performance Ethics as a Practice Techniques for Ethical Development Summary Resources References Chapter Twenty-Five: The Classic T-Group T-Group Defined and Explained Key Principles of T-Group Participation T-Group: Content and Process The Role and Skills of the T-Group Trainer What Participants Say About T-Groups The Past, Present, and Future of T-Groups Summary Resources References Chapter Twenty-Six: Leveraging Diversity and Inclusion for Performance The Essential Choice in Every Interaction: To Judge or to Join? Enhancing Interactions with the 4 Keys Three Strategies for Creating the Change Summary Resources References Chapter Twenty-Seven: The Global Organization Development Professional Critical Issues and Their Influence on Global Organization Development The Role of Culture in Global Organization Development Summary Resource References Chapter Twenty-Eight: The Convergence of Organization Development and Human Resource Management The Growing Convergence of Human Resource Management and Organization Development A Conceptual View of Human Resource Management A Conceptual View of Organization Development Organization Development and Human Resource Management: Similarities and Differences Present and Future Challenges in Human Resource Management and Organization Development Summary Resources References Chapter Twenty-Nine: Constructive Use of Power for Organization Development Practitioners What Is Power and Politics? Why Power Relates to Organization Development The Concept of Power Bases and Power Strategies Power Strategies How to Increase Power and Influence to Achieve Impact Summary Resources References Chapter Thirty: Beyond Social Networks: The Über Connection Segmentary Systems Summary Resources References Part Five: The Future of Organization Development: Embracing Transformation and New Directions for Change Chapter Thirty-One: The Dialogic Organization Development Approach to Transformation and Change Eight Key Premises of Dialogic Organization Development The Core Processes of Transformational Change in Dialogic Organization Development What Do Dialogic Organization Development Practitioners Do? Summary Resources References Chapter Thirty-Two: The Future of Organization Development, Transformation, and Change The Five Emerging Trends Summary Resources References Chapter Thirty-Three: Authors' Insights on Important Organization Development Issues The Relevancy and Future of Organization Development The Most Important OD Concepts That Should Be Taught to Leaders and Students The Keys to Successful Organization Development The Most Important Competencies OD Practitioners Should Have Favorite Tasks for Generating Important Information Lessons Learned in Practicing Global Organization Development
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