Practicing Organization Development: A Guide for Leading Change: A Third Edition

Table of contents

1. About This Book
   1. Why is this topic important?
   2. What can you achieve with this book?
   3. How is this book organized?
2. About Pfeiffer
3. Dedication
4. Title Page
5. Copyright Page
6. Table of Figures
7. List of Tables
8. Table of Exhibits
9. Acknowledgements
10. Foreword
11. Introduction
    1. THE AUDIENCE FOR THE BOOK
    2. THE PURPOSE AND OBJECTIVES OF THE BOOK
    3. WHAT’S NEW IN THE THIRD EDITION
    4. THEORETICAL FOUNDATION OF THE BOOK
    5. THE STRUCTURE OF THE BOOK
12. PART ONE - FOUNDATIONS
    1. CHAPTER ONE - Organization Development and Change
       1. WHAT ARE ORGANIZATION DEVELOPMENT AND CHANGE MANAGEMENT?
       2. WHY CARE ABOUT OD AND CHANGE?
       3. WHAT SPECIAL TERMS ARE USED IN ORGANIZATION DEVELOPMENT?
       4. WHAT IS SYSTEMS THINKING AND WHY IS IT IMPORTANT?
       5. WHAT ARE THE PHILSOPHICAL FOUNDATIONS OF OD, AND WHY ARE THEY IMPORTANT?
       6. HOW OD IS RELATED TO THE HR FIELD
       7. GLOBAL OD
       8. SUMMARY
    2. CHAPTER TWO - Change Process and Models
       1. AN OVERVIEW OF KEY MODELS FOR ORGANIZATIONAL CHANGE
       2. THE EVOLVING VIEW OF THE ACTION RESEARCH MODEL
       3. NEW ACTION RESEARCH CHANGE MODEL: PERPETUAL AND INSTANTANEOUS POSITIVE CHANGE
       4. OTHER CHANGE MODELS
       5. SUMMARY
    3. CHAPTER THREE - On the Shoulders of Giants
       1. OD’S ANCIENT ROOTS
       2. BIG BRANCHES IN OUR OD FAMILY TREE
       3. WHAT IS DIFFERENT ABOUT OD
       4. THE ORIGINS OF OD TIME-LINE
       5. WHERE IS OD HEADED?
       6. SUMMARY
    4. CHAPTER FOUR - Building Convergence Between Human Resource Management and OD
       1. WHAT ARE PERSONNEL MANAGEMENT AND HUMAN RESOURCE MANAGEMENT?
       2. WHAT DO PRACTITIONERS IN THE HR FIELD TRADITIONALLY DO, AND HOW ARE THEIR ROLES CHANGING?
       3. HOW DOES OD ALIGN WITH HR?
       4. WHY ARE THE TWO FIELDS CONVERGING, AND WHAT ARE THE IMPLICATIONS OF THAT CONVERGENCE?
       5. SUMMARY
    5. CHAPTER FIVE - Competencies of OD Practitioners
       1. COMPETENCIES AND THEIR IMPORTANCE
       2. PRIOR COMPETENCY RESEARCH IN OD
       3. STUDY METHODOLOGY
       4. RESULTS
       5. DISCUSSION
       6. CONCLUSIONS
    6. CHAPTER SIX - Mindful Leadership Development
       1. MINDFULNESS AND SELF-AWARENESS
       2. LEADER-PRACTITIONER ATTRIBUTES FOR LEADING CHANGE
       3. CREATING SELF-AWARENESS
       4. KNOW THYSELF
       5. THE SELF-ASSESSMENT PROCESS
       6. SUMMARY
    7. CHAPTER SEVEN - Appreciative Inquiry
       1. WHAT IS APPRECIATIVE INQUIRY?
       2. A BRIEF HISTORY OF AI
       3. HOW AI FITS WITH OD
       4. THE PRINCIPLES OF APPRECIATIVE INQUIRY
       5. THE CLASSIC AND POST-MODERN OD PARADIGMS
       6. THE AI 4-D CYCLE
       7. THE RE-ITERATIVE NATURE OF THE 4-D CYCLE
       8. SUMMARY
13. PART TWO - OD PROCESS TO GUIDE CHANGE
    1. CHAPTER EIGHT - Entry
       1. DETERMINING YOUR VALUE PROPOSITION
       2. IDENTIFYING AND REACHING THE ECONOMIC BUYER
       3. ESTABLISHING THE ROUTES TO THE ECONOMIC BUYER
       4. ESTABLISHING CONCEPTUAL AGREEMENT
       5. CREATING PROPOSALS THAT CLOSE BUSINESS
       6. SUMMARY
    2. CHAPTER NINE - Front-End Work
       1. THE DILEMMA OF FRONT-END WORK
       2. THE ESSENCE OF THE FRONT END
       3. THE ELEMENTS OF FRONT-END WORK
       4. SUMMARY
    3. CHAPTER TEN - Launch
       1. THE PURPOSE OF LAUNCH
       2. A MODEL FOR ASSESSING ORGANIZATIONS, PLANNING ACTIONS, AND IMPLEMENTING CHANGE
       3. DEVELOPING AN ASSESSMENT, ACTION PLANNING, AND IMPLEMENTATION PHILOSOPHY
       4. THE IMPORTANCE OF UNDERSTANDING ORGANIZATIONS AND WHAT IT TAKES TO BUILD THEM
       5. ASSESSMENT
       6. ASSESSMENT METHODS
       7. ACTION PLANNING
       8. IMPLEMENTATION
       9. SUMMARY
    4. CHAPTER ELEVEN - Situational Evaluation
       1. THREE ROOTS OF EVALUATION
       2. THE PARADOX OF COMPETING DEMANDS
       3. CHOOSING AN EVALUATION STRATEGY
       4. A FOUR-STEP EVALUATION PROCESS
       5. THE FUTURE OF EVALUATION IN OD
    5. CHAPTER TWELVE - Closure
       1. CASE EXAMPLE
       2. THE CLOSURE PROCESS
       3. MOBILIZING ENERGY
       4. FOSTERING INDEPENDENCE
       5. PSYCHOLOGICAL ISSUES
       6. GUIDELINES FOR THE CLOSING PROCESS
       7. DETERMINING NEXT STEPS
       8. SUMMARY
14. PART THREE - LEVELS AND TYPES OF CHANGE
    1. CHAPTER THIRTEEN - Taking Organization Culture Seriously
       1. WHAT IS CULTURE AND HOW DOES IT WORK?
       2. IS OD STILL HOOKED ON DIAGNOSIS AND DATA GATHERING?
       3. IS TOO MUCH OD BASED ON INDIVIDUAL COUNSELING MODELS?
       4. DOES OD MISAPPLY NATURAL SCIENCE MODELS TO HUMAN SYSTEMS?
       5. WHAT SHOULD OD’S STANCE BE VIS-A-VIS SUBCULTURES? WHAT IS ORGANIZATIONAL HEALTH?
       6. A NEW ROLE FOR OD CONSULTANTS
       7. SUMMARY
    2. CHAPTER FOURTEEN - Individual Development in OD
       1. INDIVIDUAL DEVELOPMENT (ID) DEFINED
       2. BENEFITS FOR EMPLOYING ID
       3. ID OR OD: WHICH ONE IS BEST?
       4. SOCIAL PHENOMENA AFFECTING BREAKTHROUGHS ABOUT INDIVIDUALS IN SYSTEMS
       5. ARRAY OF ID INTERVENTIONS
       6. KEY LEVERAGE POINTS FOR INTERPERSONAL DEVELOPMENT
       7. FEEDBACK IN INDIVIDUAL DEVELOPMENT
       8. SUMMARY
    3. CHAPTER FIFTEEN - Team Building and the Four Cs of Team Performance
       1. CONTEXT FOR THE TEAM
       2. COMPOSITION OF THE TEAM
       3. COMPETENCIES OF THE TEAM
       4. CHANGE MANAGEMENT SKILLS OF THE TEAM
       5. STAGES OF A TEAM-BUILDING PROGRAM
       6. SUMMARY
    4. CHAPTER SIXTEEN - Interventions in Large Systems
       1. DEFINITION OF LARGE-SYSTEM INTERVENTIONS
       2. CHARACTERISTICS OF LARGE-SYSTEM INTERVENTIONS
       3. EXAMPLES OF SELECTED INTERVENTIONS
       4. SUMMARY
    5. CHAPTER SEVENTEEN - Whole System Change
       1. A LITTLE HISTORY
       2. PUTTING WHOLE SYSTEM CHANGE IN PERSPECTIVE
       3. SIX CAPACITIES FOR LEADING WHOLE SYSTEM CHANGE
       4. GETTING STARTED
       5. SUMMARY
    6. CHAPTER EIGHTEEN - SOAR
       1. CONVERGENCE OF STRATEGY AND OD
       2. THE SOAR FRAMEWORK
       3. POSITIVE TRANSFORMATION
       4. SUMMARY
15. PART FOUR - SPECIAL ISSUES IN OD
    1. CHAPTER NINETEEN - Positive Organizational Change
       1. THE ROCKY FLATS STORY
       2. POSITIVE ORGANIZATIONAL SCHOLARSHIP
       3. A POS FRAMEWORK
       4. A POS LENS IN THE PRACTICE OF OD
       5. THE HELIOTROPIC EFFECT AND OTHER INSIGHTS FOR ORGANIZATION DEVELOPMENT
       6. SUMMARY
    2. CHAPTER TWENTY - Systemic Sustainability
       1. SYSTEMIC SUSTAINABILITY FRAMEWORK OVERVIEW
       2. SSF CASE STUDY: INTERFACE, INC.
       3. SUMMARY
    3. CHAPTER TWENTY-ONE - The Global OD Consultant
       1. CRITICAL ISSUES AND THEIR INFLUENCE ON GLOBAL OD
       2. THE ROLE OF CULTURE IN GLOBAL OD
       3. CONSULTANTS’ PERSPECTIVES
       4. SUMMARY
    4. CHAPTER TWENTY-TWO - Inclusion
       1. THE POWER OF AN INCLUSIVE CULTURE
       2. BREAKING THROUGH: INCLUSION AS THE HOW FOR HIGHER PERFORMANCE
       3. GETTING THERE: A METHODOLOGY FOR CULTURE TRANSFORMATION
       4. SUMMARY
    5. CHAPTER TWENTY-THREE - Organization Design
       1. THE RELATIONSHIP OF ORGANIZATION DESIGN TO ORGANIZATION DEVELOPMENT
       2. KEY CONCEPTS IN ORGANIZATION DESIGN
       3. ORGANIZATION DESIGN PRINCIPLES
       4. HOW TO USE ORGANIZATION DESIGN TO BUILD STRATEGIC CAPABILITIES
       5. SUMMARY
    6. CHAPTER TWENTY-FOUR - The OD Role in Making Mergers and Acquisitions Work
       1. FREQUENTLY OCCURRING—BUT RARELY SUCCESSFUL—EVENTS
       2. DIFFICULT EVENTS TO MANAGE
       3. THE MERGER SYNDROME
       4. THE OD ROLE IN MAKING MERGERS AND ACQUISITIONS WORK
       5. SUMMARY
    7. CHAPTER TWENTY-FIVE - Human Systems Dynamics
       1. HUMAN SYSTEMS DYNAMICS DEFINED
       2. HSD COMPETENCIES—A SHORT LIST OF SIMPLE RULES
       3. HSD SELF-ASSESSMENT
       4. SUMMARY
    8. CHAPTER TWENTY-SIX - Seeing and Influencing Self-Organization
       1. GENERATING AND RESPONDING TO PATTERNS
       2. THE LANDSCAPE DIAGRAM
       3. CONSTRAINING THE SYSTEM
       4. HOW TO INFLUENCE PATTERNS USING CONSTRAINTS
       5. SUMMARY
    9. CHAPTER TWENTY-SEVEN - Values, Ethics, and Expanding the Practice of OD
       1. THE MEANING OF ORGANIZATION DEVELOPMENT (OD)
       2. ALIGNMENT: A META VALUE FOR LEADING OUR LIVES
       3. ALIGNMENT AND HUMAN SYSTEMS DEVELOPMENT (HSD)
       4. OD/HSD: PROFESSION OR FIELD OF PRACTICE?
       5. VALUES, ETHICS, AND OUR FIELD OF PRACTICE
       6. EXPANDING OUR VIEW OF HUMAN SYSTEMS DEVELOPMENT
       7. SUMMARY
    10. CHAPTER TWENTY-EIGHT - Technologies to Support Interactive and Connective OD in ...
        1. THE SOCIO-TECHNOLOGICAL PERSPECTIVE
        2. COMMUNICATIONS AND COLLABORATION IN THE NETWORKED ORGANIZATION
        3. TECHNOLOGIES SUPPORTING OD
        4. FURTHERING THE PRACTICE OF OD
        5. SUMMARY
    11. CHAPTER TWENTY-NINE - Transformational Learning Journeys
        1. THE POWER OF JOURNEYS
        2. JOURNEYS AS CONSCIOUSNESS-RAISING EXPERIENCES
        3. DESIGNING LEARNING JOURNEYS
        4. THE LEARNING EXPERIENCE
        5. SUMMARY
    12. CHAPTER THIRTY - The Personhood of the OD Practitioner
        1. THE SELF AS AN INSTRUMENT IN CHANGE
        2. FEELINGS: A CONTEXT
        3. PERSONAL GROWTH AND PRACTITIONER EFFECTIVENESS
        4. THE ART OF THE OD PRACTITIONER
    13. CHAPTER THIRTY-ONE - The Organizational Fitness Process
        1. SILENT BARRIERS TO STRATEGY IMPLEMENTATION
        2. THE STRATEGIC FITNESS PROCESS
        3. A CASE EXAMPLE
        4. SUMMARY
    14. CHAPTER THIRTY-TWO - Context Blindness
        1. FROM SYSTEM BLINDNESS TO SYSTEM SIGHT
        2. CONTEXT: THE MISSING INGREDIENT
        3. THE CHALLENGE FOR THE OD PRACTITIONER
        4. SUMMARY
    15. CHAPTER THIRTY-THREE - Transforming the HR-OD Audit by Using Whole Systems
        1. WHAT IS THE HRD AUDIT?
        2. METHODOLOGY FOR THE HRD AUDIT
        3. HRD AUDIT AS AN OD INTERVENTION
        4. HRD AUDIT CASE STUDY
        5. SUMMARY
    16. CHAPTER THIRTY-FOUR - Emergence
        1. CORE CONCEPT
        2. DEFINING GESTALT
        3. PARADOXICAL THEORY OF CHANGE
        4. LEVELS OF SYSTEM
        5. CORE ASSUMPTIONS
        6. GESTALT CONSULTING STANCE
        7. SUMMARY
    17. CHAPTER THIRTY-FIVE - Practicing Internal OD
        1. THE ADVANTAGES OF THE INTERNAL OD PROFESSIONAL
        2. THE DISADVANTAGES OF THE INTERNAL OD PROFESSIONAL
        3. THE KEYS TO THE KINGDOM
        4. SO DO WE BUILD IT OR BUY IT?
        5. GENERATING VALUE IN A PROFOUND MANNER
        6. CREATING AN INTERNAL BRAND
        7. THE TALENT BANK
        8. SUMMARY: A CAREER IN INTERNAL OD
    18. CHAPTER THIRTY-SIX - Estimating OD Success Rates at the National Level
        1. MAJOR FEATURES OF FOUNDATION LITERATURE THROUGH 1980s
        2. SUCCESS RATES IN MATURING OD
        3. MAJOR IMPLICATIONS OF MATURING RESEARCH ON OD SUCCESS RATES
    19. THIRTY-SEVEN - Four Risk Factors of the Unexamined Life
        1. THE OVERALL RISK
        2. THE MARKET’S BOTTOM LINE: THE BUSINESS CASE
        3. BE-KNOW-DO
        4. MANAGE THE OVERALL RISK OF YOUR LEADERSHIP ANXIETY
    20. CHAPTER THIRTY-EIGHT - Whole System Transformation
        1. CASE PROFILE: WST IN A DIVISION OF A FORTUNE 100 CES GROUP
        2. LAUNCHES OF TRANSFORMATION
        3. SOLID BUSINESS RESULTS: EVIDENCE OF CHANGE
    21. CHAPTER THIRTY-NINE - The Keys to Building a Transformative OD Practice
        1. OUR SUMMARY
16. PART FIVE - THE FUTURE OF ORGANIZATION DEVELOPMENT
    1. CHAPTER FORTY - Dialogic OD
       1. KEY ASPECTS OF OD BEING VIOLATED BY NEW PRACTICES
       2. SIMILARITIES IN NEW FORMS OF OD THAT MAKE IT DIFFERENT FROM CLASSICAL OD
       3. WHY IT’S STILL OD
       4. WHY OD IS CHANGING
    2. CHAPTER FORTY-ONE - Valuable Insights on OD from the Contributors
       1. HOW RELEVANT IS OD FOR TODAY’S ORGANIZATIONS?
       2. HOW BRIGHT IS THE FUTURE OF OD?
       3. WHAT IS THE PURPOSE OF OD?
       4. WHAT ARE THE MOST IMPORTANT CONTRIBUTIONS OF OD?
       5. WHAT ARE THE MAJOR MISTAKES MADE BY OD PRACTITIONERS?
       6. WHAT ARE THE MAJOR CHALLENGES FACING OD IN THE FUTURE?
       7. SUMMARY
    3. CHAPTER FORTY-TWO - The Shifting Field of OD Practice
       1. THE SHIFTING ROLES OF ORGANIZATION DEVELOPMENT (OD) CONSULTANTS
       2. COMPETENCIES NEEDED IN OD CONSULTING TODAY
17. GUEST ESSAY
18. ABOUT THE EDITORS
19. About the Contributors
20. SUBJECT INDEX
21. NAME INDEX