book

Handbook for Strategic HR

Name: Handbook for Strategic HR
Author: OD Network
ISBN: 9780814432501

by OD Network

November 2012

Intermediate to advanced

672 pages

27h 49m

English

AMACOM

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Cover
Title Page
Copyright
Contents
The Editors
Section 1 The Changing World of Human Resources
• Introduction
1. The Role of Organization Development in the Human Resource Function
2. Organization Development and Human Resources Management
Section 2 Consulting and Partnership Skills

• Introduction
Facilitation and the Consulting ProcessThe Core Skills Needed in Consulting on Process IssuesThe Client-Consultant RelationshipThe Consultant as PersonPartnerships Among the HR Business Partner, Leadership, Staff, and an Internal or External OD Consultant
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
Use of Self: Our Instrument of ChangeThe Mental Realities We BuildEthical LeadershipCovert Processes
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
Systems Thinking: The Connectedness of EverythingAn Evolving Understanding of Systems ThinkingDesigning OrganizationsCultureOrganic/Open Systems ModelsComplex Adaptive and Dialogic Approaches
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
Working Out: Building Strength Through Employee EngagementOne Plus One Equals Four Star Performance: Engaging in CollaborationLights, Camera, Action: Close-Ups of Engagement
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
Change by Any Other Name: Kinds of ChangeWhat Now? Understanding Change from the Change Recipient’s ViewpointHow to Make Them Sit Up and Take Notice: The Successful Change AgentSpecial Topics
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
Creating Global Glue and AlignmentLeadershipConsultant RoleCommunity and SustainabilityCommunication in Global Enterprises
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

Content preview from Handbook for Strategic HR

CHAPTER 41

Creating Change by Changing the Conversation

Robert J. Marshak and David Grant

If all transformation is linguistic, then we create a new future by having new conversations.

—Block, 2008, p. 36

IN RECENT YEARS interventions to “change the conversation” have become an important focus for Organization Development (OD) practice. Whether used to shift attention from problem-based to more positive orientations, change the methods or topics of inquiry and dialogue, or bring more and different voices into the room, the expectation is clear: changing the conversation leads to organizational change. The emphasis in OD practice on changing the conversation parallels and has been influenced by the linguistic turn in the social sciences since ...

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Handbook for Strategic HR

by OD Network

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