Book description
NoneTable of contents
- Cover
- Title Page
- Copyright
- Contents
- The Editors
- Section 1 The Changing World of Human Resources
-
Section 2 Consulting and Partnership Skills
- • Introduction
- 3. Facilitation 101
- 4. Action Research: The Anchor of OD Practice
- 5. The Organization Development Contract
- 6. The Seven Deadly Sins of OD Consulting: Pitfalls to Avoid in the Consulting Practice
- 7. Notes Towards a Better Understanding of Process: An Essay
- 8. The Consultant as Process Leader
- 9. Working with the Client-Consultant Relationship: Why Every Step Is an “Intervention”
- 10. Who Owns the OD Effort?
- 11. Unraveling the “Who’s Responsible?” Riddle
- 12. Rules of Thumb for Change Agents
- 13. If I Knew Then … : An Essay
- 14. Who Is the Client Here?: On Becoming An OD Consultant
- 15. An Inner Blueprint for Successful Partnership Development: Putting a Relationship to Work
- 16. Reflections on a Cross-Cultural Partnership in Multicultural Organizational Development Efforts
-
Section 3 Use of Self as an Instrument of Change
- • Introduction
- 17. Managing Use of Self for Masterful Professional Practice
- 18. Personal and Organizational Authority: Bringing the Self into a System of Work Relationships
- 19. Diversity, Inclusion, and the Ladder of Inference
- 20. Mindfulness and Experiential Learning
- 21. Generative Conversations: How to Use Deep Listening and Transforming Talk in Coaching and Consulting
- 22. Diversity and Social Justice: Practices for OD Practitioners
- 23. Racism in the Workplace: OD Practitioners’ Role in Change
- 24. Quadrant Behavior Theory: Edging the Center the Potential for Change and Inclusion
- 25. Ethical Leadership and OD Practice
- 26. Diagnosing Covert Processes in Groups and Organizations
-
Section 4 Thinking Systemically and Strategically
- • Introduction
- 27. General Systems Theory: What is it? Is There an Application Example for OD?
- 28. Gestalt OSD and Systems Theory: A Perspective on Levels of System and Intervention Choices
- 29. Towards a Behavioral Description of High-Performing Systems
- 30. Chaos and Complexity: What Can Science Teach?
- 31. The Postmodern Turn in OD
- 32. Corporate Culture
- 33. Trauma and Healing in Organizations
- 34. Diversity and Inclusion as a Major Culture Change Intervention
- 35. Organizational Circulatory Systems: An Inquiry
- 36. Organic Organizational (Org2) Design
- 37. Participative Design: An Overview
- 38. Creating the Complex Adaptive Organization: A Primer on Complex Adaptive Systems
- 39. Incorporating Social Network Analysis into Traditional OD Interventions: A Case Study
- 40. Appreciative Inquiry and Positive Organizational Scholarship: A Philosophy of Practice for Turbulent Times
- 41. Creating Change by Changing the Conversation
-
Section 5 Employee Engagement
- • Introduction
- 42. A Brief and Provocative History of Participation
- 43. Employee Engagement and OD Strategies
- 44. The Identity Effect: How Identity-Based Management Drives Employee Engagement and Business Performance
- 45. Will Employee Engagement Be Hijacked or Reengineered?
- 46. The Power of Interactive Collaborative Designs
- 47. Creating a Culture of Collaboration in a City Government
- 48. Employee-Led Organizational Change: Theory and Practice
- 49. The Politics of Implementation: The Importance of Building Consensus Around Employee Performance Management
- 50. Interest-Based Problem Solving: Foundation of a Labor and Management Partnership
-
Section 6 Change Management
- • Introduction
- 51. Awake at the Wheel: Moving beyond Change Management to Conscious Leadership
- 52. The Tao of Change Redux
- 53. Improving Change Implementation: Practical Adaptations of Kotter’s Model
- 54. Change from the Employees’ Perspective: The Neglected Viewpoint
- 55. Resistance in Organizations: How to Recognize, Understand, and Respond to It
- 56. Appreciative Inquiry: Debunking the Mythology Behind Resistance to Change
- 57. Utilizing States of Organizational Readiness
- 58. Developing Organization Change Champions: A High Payoff Investment!
- 59. The Role of Leadership in the Management of Organizational Transformation and Learning
- 60. Change Mastery, Simplified
- 61. Backcasting: A Systematic Method for Creating a Picture of the Future and How to Get There
- 62. Using Action Learning for Organization Development and Change
- 63. Strategic Change Consulting: How to Leverage Your Work at the Enterprise Level
- 64. The Executive Perspective on Mergers and Acquisitions
- 65. An Appreciative Inquiry Into the Factors of Culture Continuity During Leadership Transition: A Case Study of LeadShare, Canada
-
Section 7 Globalization, Cross-Cultural Interaction, and Virtual Working Arrangements
- • Introduction
- 66. Global Glue and the Case Study of Fonterra
- 67. Organizational Development’s Role When Going Global
- 68. Implementing a Global Corporate Strategy: The Role of Organization Development
- 69. Socio-Economic Approach to Management: A Successful Systemic Approach to Organizational Change
- 70. Business as an Agent of World Benefit: A Worldwide Action Research Project Using Appreciative Inquiry
- 71. Leadership Connectivity: Building Global Partnerships
- 72. Global Leadership: A Virgin Landscape for OD Practitioners in the Vanguard
- 73. The Core Value of OD Revisited: A Compass for Global and International Organizational Development
- 74. OD: Dancing in the Global Context
- 75. Organization as Community: What We have to Learn from the Maasai about OD
- 76. Creating High Impact Organizations in the SADC: Adapting OD Methods and Practices
- 77. Addressing the Global Virtual Competency Gap
- 78. OD 2.0: Shifting from Disruptive to Innovative Technology
- About the Contributors
- Index
Product information
- Title: Handbook for Strategic HR
- Author(s):
- Release date:
- Publisher(s): AMACOM
- ISBN: None
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