Practicing Organization Development: Leading Transformation and Change, 4th Edition

List of Figures, Tables, and Exhibits

Figures

1. Figure 1.1. A Model of a System
2. Figure 2.1. Origins of OD Timeline
3. Figure 3.1. The Traditional Action Research Model
4. Figure 3.2. AI 4-D Model
5. Figure 3.3. Action Research Model
6. Figure 3.4. Sullivan Rothwell Change Process Model
7. Figure 3.5. Organization Development Effectiveness Model™
8. Figure 4.1. Three Types of Change
9. Figure 4.2. The Journey of Transformation
10. Figure 4.3. The Change Leader's Roadmap (CLR)
11. Figure 4.4. The Change Leader's Roadmap Activity Level
12. Figure 4.5. Conscious Change Leader Accountability Model
13. Figure 6.1. AI 5-D Cycle
14. Figure 6.2. Strengths-Based Revolution for Positive OD
15. Figure 7.1. Example of Competency Statement within a Conceptual Framework
16. Figure 8.1. Three Areas and Four Conditions for Value
17. Figure 8.2. The “Gravity” Concept of Marketing OD Services
18. Figure 8.3. Conceptual Agreement as the Key to Closing New Business
19. Figure 10.1. Change Process for a University's Transformation
20. Figure 11.1. The Paradox of Competing Demands in Evaluation
21. Figure 11.2. Fifteen Situational Evaluation Strategies
22. Figure 11.3. Question Series #1—Choosing an Evaluation Strategy
23. Figure 11.4. Question Series #2—Choosing an Evaluation Strategy
24. Figure 11.5. Trend of Incident-Free Days
25. Figure 12.1. Prosci® Change Measurement Framework™
26. Figure 12.2. Prosci® Change Measurement Scorecard™
27. Figure 16.1. Balancing Innovation and Execution Skills
28. Figure 17.1. Model of a Large System
29. Figure 18.1. SOAR Framework and 5-I Approach
30. Figure 20.1. The ...