Practicing Organization Development: A Guide for Leading Change, Third Edition | by William J. Rothwell, Jacqueline M. Stavros, Roland L. Sullivan and Arielle Sullivan (eds) | 2010 | ISBN: 9780470405444. Change Process and Models. Competencies of OD Practitioners

Practicing Organization Development: A Guide for Leading Change, Third Edition
by William J. Rothwell, Jacqueline M. Stavros, Roland L. Sullivan and Arielle Sullivan (eds)
2010 (704 pages)
ISBN:9780470405444




Reflecting the most recent developments in the field of organization development (OD), this practical, comprehensive guide addresses leadership transformation and development, questions of inquiry, multi-level strategic change, global compact, and more.

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Practicing Organization Development—A Guide for Leading Change, Third Edition
Foreword
Introduction——Getting the Most from This Resource
OVERVIEW
THE AUDIENCE FOR THE BOOK
THE PURPOSE AND OBJECTIVES OF THE BOOK
WHAT’S NEW IN THE THIRD EDITION
THEORETICAL FOUNDATION OF THE BOOK
THE STRUCTURE OF THE BOOK

Part One – Foundations
Chapter One – Organization Development and Change

WHAT ARE ORGANIZATION DEVELOPMENT AND CHANGE MANAGEMENT?
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 PHILSOPHICAL FOUNDATIONS OF OD, AND WHY ARE THEY IMPORTANT?
HOW OD IS RELATED TO THE HR FIELD
GLOBAL OD
SUMMARY

Chapter Two – Change Process and Models
OVERVIEW
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
OTHER CHANGE MODELS
SUMMARY

Chapter Three – On the Shoulders of Giants—The Origins of OD
OVERVIEW
OD’S ANCIENT ROOTS
BIG BRANCHES IN OUR OD FAMILY TREE
WHAT IS DIFFERENT ABOUT OD
THE ORIGINS OF OD TIME-LINE
WHERE IS OD HEADED?
SUMMARY

Chapter Four – Building Convergence between Human Resource Management and OD
OVERVIEW
WHAT ARE PERSONNEL MANAGEMENT AND HUMAN RESOURCE MANAGEMENT?
WHAT DO PRACTITIONERS IN THE HR FIELD TRADITIONALLY DO, AND HOW ARE THEIR ROLES CHANGING?
HOW DOES OD ALIGN WITH HR?
WHY ARE THE TWO FIELDS CONVERGING, AND WHAT ARE THE IMPLICATIONS OF THAT CONVERGENCE?
SUMMARY

Chapter Five – Competencies of OD Practitioners
OVERVIEW
COMPETENCIES AND THEIR IMPORTANCE
PRIOR COMPETENCY RESEARCH IN OD
STUDY METHODOLOGY
RESULTS
DISCUSSION
CONCLUSIONS




Chapter Six – Mindful Leadership Development—Assessing Self for Leading Change
OVERVIEW
MINDFULNESS AND SELF-AWARENESS
LEADER-PRACTITIONER ATTRIBUTES FOR LEADING CHANGE
CREATING SELF-AWARENESS
KNOW THYSELF
THE SELF-ASSESSMENT PROCESS
SUMMARY

Chapter Seven – Appreciative Inquiry—OD in the Post-Modern Age
OVERVIEW
WHAT IS APPRECIATIVE INQUIRY?
A BRIEF HISTORY OF AI
HOW AI FITS WITH OD
THE PRINCIPLES OF APPRECIATIVE INQUIRY
THE CLASSIC AND POST-MODERN OD PARADIGMS
THE AI 4-D CYCLE
THE RE-ITERATIVE NATURE OF THE 4-D CYCLE
SUMMARY

Part Two – OD Process to Guide Change
Chapter Eight – Entry—Marketing and Positioning OD

OVERVIEW
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

Chapter Nine – Front-End Work—Effectively Engaging with the Client System
OVERVIEW
THE DILEMMA OF FRONT-END WORK
THE ESSENCE OF THE FRONT END
THE ELEMENTS OF FRONT-END WORK
SUMMARY

Chapter Ten – Launch—Assessment, Action Planning, and Implementation
OVERVIEW
THE PURPOSE OF LAUNCH
A MODEL FOR ASSESSING ORGANIZATIONS, PLANNING ACTIONS, AND IMPLEMENTING CHANGE
DEVELOPING AN ASSESSMENT, ACTION PLANNING, AND IMPLEMENTATION PHILOSOPHY
THE IMPORTANCE OF UNDERSTANDING ORGANIZATIONS AND WHAT IT TAKES TO BUILD THEM
ASSESSMENT
ASSESSMENT METHODS
ACTION PLANNING
IMPLEMENTATION
SUMMARY
REFERENCES

Chapter Eleven – Situational Evaluation
OVERVIEW
THREE ROOTS OF EVALUATION
THE PARADOX OF COMPETING DEMANDS
CHOOSING AN EVALUATION STRATEGY
A FOUR-STEP EVALUATION PROCESS
THE FUTURE OF EVALUATION IN OD

Chapter Twelve – Closure—Freeing Up Energy to Move Forward
OVERVIEW
CASE EXAMPLE
THE CLOSURE PROCESS
MOBILIZING ENERGY
FOSTERING INDEPENDENCE
PSYCHOLOGICAL ISSUES
GUIDELINES FOR THE CLOSING PROCESS
DETERMINING NEXT STEPS
SUMMARY

Part Three – Levels and Types of Change
Chapter Thirteen – Taking Organization Culture Seriously

OVERVIEW
WHAT IS CULTURE AND HOW DOES IT WORK?
IS OD STILL HOOKED ON DIAGNOSIS AND DATA GATHERING?
IS TOO MUCH OD BASED ON INDIVIDUAL COUNSELING MODELS?
DOES OD MISAPPLY NATURAL SCIENCE MODELS TO HUMAN SYSTEMS?
WHAT SHOULD OD’S STANCE BE VIS-A-VIS SUBCULTURES? WHAT IS ORGANIZATIONAL HEALTH?
A NEW ROLE FOR OD CONSULTANTS
SUMMARY

Chapter Fourteen – Individual Development in OD—Human-Centric Interventions
OVERVIEW
INDIVIDUAL DEVELOPMENT (ID) DEFINED
BENEFITS FOR EMPLOYING ID
ID OR OD: WHICH ONE IS BEST?
SOCIAL PHENOMENA AFFECTING BREAKTHROUGHS ABOUT INDIVIDUALS IN SYSTEMS
ARRAY OF ID INTERVENTIONS
KEY LEVERAGE POINTS FOR INTERPERSONAL DEVELOPMENT
FEEDBACK IN INDIVIDUAL DEVELOPMENT
Summary




Chapter Fifteen – Team Building and the Four Cs of Team Performance
OVERVIEW
CONTEXT FOR THE TEAM
COMPOSITION OF THE TEAM
COMPETENCIES OF THE TEAM
Change Management Skills of the Team
STAGES OF A TEAM-BUILDING PROGRAM
Summary

Chapter Sixteen – Interventions in Large Systems
OVERVIEW
DEFINITION OF LARGE-SYSTEM INTERVENTIONS
CHARACTERISTICS OF LARGE-SYSTEM INTERVENTIONS
EXAMPLES OF SELECTED INTERVENTIONS
SUMMARY

Chapter Seventeen – Whole System Change—What it is and Why it Matters
OVERVIEW
A LITTLE HISTORY
PUTTING WHOLE SYSTEM CHANGE IN PERSPECTIVE
SIX CAPACITIES FOR LEADING WHOLE SYSTEM CHANGE
GETTING STARTED
SUMMARY

Chapter Eighteen – SOAR—Linking Strategy and OD to Sustainable Performance
CONVERGENCE OF STRATEGY AND OD
THE SOAR FRAMEWORK
POSITIVE TRANSFORMATION
SUMMARY

Part Four – Special Issues in OD
Chapter Nineteen – Positive Organizational Change—What the Field of POS Offers to OD Practitioners

THE ROCKY FLATS STORY
POSITIVE ORGANIZATIONAL SCHOLARSHIP
A POS FRAMEWORK
A POS LENS IN THE PRACTICE OF OD
THE HELIOTROPIC EFFECT AND OTHER INSIGHTS FOR ORGANIZATION DEVELOPMENT
SUMMARY

Chapter Twenty – Systemic SustainabilitySM—Moving Sustainability from Ideas to Action
OVERVIEW
SYSTEMIC SUSTAINABILITY FRAMEWORK OVERVIEW
SSF CASE STUDY: INTERFACE, INC.
SUMMARY

Chapter Twenty-One – The Global OD Consultant
OVERVIEW
CRITICAL ISSUES AND THEIR INFLUENCE ON GLOBAL OD
THE ROLE OF CULTURE IN GLOBAL OD
CONSULTANTS’ PERSPECTIVES
SUMMARY

Chapter Twenty-Two – Inclusion—The HOW for Organizational Breakthrough
OVERVIEW
THE POWER OF AN INCLUSIVE CULTURE
BREAKING THROUGH: INCLUSION AS THE HOW FOR HIGHER PERFORMANCE
GETTING THERE: A METHODOLOGY FOR CULTURE TRANSFORMATION
SUMMARY

Chapter Twenty-Three – Organization Design
OVERVIEW
THE RELATIONSHIP OF ORGANIZATION DESIGN TO ORGANIZATION DEVELOPMENT
KEY CONCEPTS IN ORGANIZATION DESIGN
ORGANIZATION DESIGN PRINCIPLES
HOW TO USE ORGANIZATION DESIGN TO BUILD STRATEGIC CAPABILITIES
SUMMARY

Chapter Twenty-Four – The OD Role in Making Mergers and Acquisitions Work
OVERVIEW
FREQUENTLY OCCURRING—BUT RARELY SUCCESSFUL—EVENTS
DIFFICULT EVENTS TO MANAGE
THE MERGER SYNDROME
THE OD ROLE IN MAKING MERGERS AND ACQUISITIONS WORK
SUMMARY

Chapter Twenty-Five – Human Systems Dynamics—Competencies for a New Organizational Practice
OVERVIEW
HUMAN SYSTEMS DYNAMICS DEFINED
HSD COMPETENCIES—A SHORT LIST OF SIMPLE RULES
HSD SELF-ASSESSMENT
SUMMARY

Chapter Twenty-Six – Seeing and Influencing Self-Organization
GENERATING AND RESPONDING TO PATTERNS
THE LANDSCAPE DIAGRAM
CONSTRAINING THE SYSTEM
HOW TO INFLUENCE PATTERNS USING CONSTRAINTS
SUMMARY

Chapter Twenty-Seven – Values, Ethics, and Expanding the Practice of OD
OVERVIEW
THE MEANING OF ORGANIZATION DEVELOPMENT (OD)
ALIGNMENT: A META VALUE FOR LEADING OUR LIVES
ALIGNMENT AND HUMAN SYSTEMS DEVELOPMENT (HSD)
OD/HSD: PROFESSION OR FIELD OF PRACTICE?
VALUES, ETHICS, AND OUR FIELD OF PRACTICE
EXPANDING OUR VIEW OF HUMAN SYSTEMS DEVELOPMENT
SUMMARY

Chapter Twenty-Eight – Technologies to Support Interactive and Connective OD in a Virtual World
OVERVIEW
THE SOCIO-TECHNOLOGICAL PERSPECTIVE
COMMUNICATIONS AND COLLABORATION IN THE NETWORKED ORGANIZATION
TECHNOLOGIES SUPPORTING OD
FURTHERING THE PRACTICE OF OD
SUMMARY

Chapter Twenty-Nine – Transformational Learning Journeys—Seeing is Believing
OVERVIEW
THE POWER OF JOURNEYS
JOURNEYS AS CONSCIOUSNESS-RAISING EXPERIENCES
DESIGNING LEARNING JOURNEYS
THE LEARNING EXPERIENCE
SUMMARY

Chapter Thirty – The Personhood of the OD Practitioner
OVERVIEW
THE SELF AS AN INSTRUMENT IN CHANGE
FEELINGS: A CONTEXT
PERSONAL GROWTH AND PRACTITIONER EFFECTIVENESS
THE ART OF THE OD PRACTITIONER




Chapter Thirty-One – The Organizational Fitness Process—A System-Wide Alignment
OVERVIEW
SILENT BARRIERS TO STRATEGY IMPLEMENTATION
THE STRATEGIC FITNESS PROCESS
A CASE EXAMPLE
SUMMARY

Chapter Thirty-Two – Context Blindness—What We Don’t See Will Hurt Us
OVERVIEW
FROM SYSTEM BLINDNESS TO SYSTEM SIGHT
CONTEXT: THE MISSING INGREDIENT
THE CHALLENGE FOR THE OD PRACTITIONER
SUMMARY

Chapter Thirty-Three – Transforming the HR-OD Audit by Using Whole Systems
WHAT IS THE HRD AUDIT?
METHODOLOGY FOR THE HRD AUDIT
HRD AUDIT AS AN OD INTERVENTION
HRD AUDIT CASE STUDY
SUMMARY

Chapter Thirty-Four – Emergence—The Gestalt Approach to Change
CORE CONCEPT
DEFINING GESTALT
PARADOXICAL THEORY OF CHANGE
LEVELS OF SYSTEM
CORE ASSUMPTIONS
GESTALT CONSULTING STANCE
SUMMARY

Chapter Thirty-Five – Practicing Internal OD
THE ADVANTAGES OF THE INTERNAL OD PROFESSIONAL
THE DISADVANTAGES OF THE INTERNAL OD PROFESSIONAL
THE KEYS TO THE KINGDOM
SO DO WE BUILD IT OR BUY IT?
GENERATING VALUE IN A PROFOUND MANNER
CREATING AN INTERNAL BRAND
THE TALENT BANK
SUMMARY: A CAREER IN INTERNAL OD

Chapter Thirty-Six – Estimating OD Success Rates at the National Level
OVERVIEW
MAJOR FEATURES OF FOUNDATION LITERATURE THROUGH 1980S
SUCCESS RATES IN MATURING OD
MAJOR IMPLICATIONS OF MATURING RESEARCH ON OD SUCCESS RATES

Chapter Thirty-Seven – Four Risk Factors of the Unexamined Life—Be-Know-Do
OVERVIEW
THE OVERALL RISK
THE MARKET’S BOTTOM LINE: THE BUSINESS CASE
BE-KNOW-DO
MANAGE THE OVERALL RISK OF YOUR LEADERSHIP ANXIETY

Chapter Thirty-Eight – Whole System Transformation—Becoming Dramatically Different
OVERVIEW
CASE PROFILE: WST IN A DIVISION OF A FORTUNE 100 CES GROUP
LAUNCHES OF TRANSFORMATION
SOLID BUSINESS RESULTS: EVIDENCE OF CHANGE

Chapter Thirty-Nine – The Keys to Building a Transformative OD Practice—An Interview with Edie Seashore
OVERVIEW
OUR SUMMARY

Part Five – The Future of Organization Development
Chapter Forty – Dialogic OD—Turning Away from Diagnosis

OVERVIEW
KEY ASPECTS OF OD BEING VIOLATED BY NEW PRACTICES
SIMILARITIES IN NEW FORMS OF OD THAT MAKE IT DIFFERENT FROM CLASSICAL OD
WHY IT’S STILL OD
WHY OD IS CHANGING

Chapter Forty-One – Valuable Insights on OD from the Contributors
OVERVIEW
HOW RELEVANT IS OD FOR TODAY’S ORGANIZATIONS?
SUMMARY OF MAJOR THEMES
HOW BRIGHT IS THE FUTURE OF OD?
WHAT IS THE PURPOSE OF OD?
WHAT ARE THE MOST IMPORTANT CONTRIBUTIONS OF OD?
WHAT ARE THE MAJOR MISTAKES MADE BY OD PRACTITIONERS?
WHAT ARE THE MAJOR CHALLENGES FACING OD IN THE FUTURE?
SUMMARY

Chapter Forty-Two – The Shifting Field of OD Practice
OVERVIEW
THE SHIFTING ROLES OF ORGANIZATION DEVELOPMENT (OD) CONSULTANTS
COMPETENCIES NEEDED IN OD CONSULTING TODAY

Guest Essay—Soular Power
OVERVIEW
SHIFTING THE FOCUS ON FEAR

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