Book description
This book provides an essential learning tool for both practitioners and students and presents the skills and competencies of an effective Organizational Development practitioner. It examines OD as both field and profession, and considers its history, values and ethics, and provides best practices, theories, methods, processes, and applications-contributed by a veritable "who's who" of contributors. The collection of nearly 30 chapters offers models that build effective organizations that can provide business, social, environmental, and global sustainability. It outlines the skills required to be an effective Organizational Development practitioner, highlights the importance of values and ethics, and methodically presents best practices, theories, methods, processes, and application for a new generation of OD practitioners and students faced with constantly emerging issues and changes in the workplace environment.
Table of contents
- Figures, Tables, and Exhibits
- Foreword
- Dedication
- Acknowledgments
- Introduction
-
Part One: Organization Development as a Profession and Field of Practice
- Chapter 1: Organization Development as an Evolving Field of Practice
- Chapter 2: A History of Organization Development
- Chapter 3: Values, Ethics, and OD Practice
- Chapter 4: Action Research in Organization Development: History, Methods, Implications, and New Developments
-
Chapter 5: System Perspectives and Organization Development
- System Perspectives in OD
- Traditional OD and System Perspectives
- System Perspectives and Five OD Approaches
- Perception of Systems in Sustained Change OD
- Perception of Systems and Gestalt Organization and Systems Development (OSD)
- Perception of Systems in Blended OD
- Perception of Systems in Dialogic OD
- Diversity and Equity and OD Consulting
- Conclusion: Moving Forward with Wisdom
- References
- Chapter 6: Use of Self as an OD Practitioner
- Part Two: Perspectives on Organization Development Practice
-
Part Three: Organization Change, Leadership, and Culture
-
Chapter 12: A Framework for Change: Capacity, Competency, and Capability
- Underlying Bases of Organization Development
- Viewing Change from a Systems Perspective
- A Framework for Organization Development and Change: Three C’s
- The Process of Transformation
- Learning and the Process of Change
- Internal Integration
- External Integration
- Success of the Change Framework
- Conclusion
- References
- Chapter 13: Organization Change Theories and Models
- Chapter 14: Organizational Change Processes
- Chapter 15: Tapping the Power of Emergent Change
- Chapter 16: Organization Leadership: Leading in a Learning Way
- Chapter 17: Culture Assessment as an OD Intervention
-
Chapter 12: A Framework for Change: Capacity, Competency, and Capability
-
Part Four: Working with Groups and Individuals
- Chapter 18: The Natural Development of Work Groups: Emergent Leadership
- Chapter 19: Working with Groups in Organizations
-
Chapter 20: Large Group Interventions
- Invention and Early Development: Mid-1980S to About 1993
- Adoption of the New Methods: 1993 to 2000
- Incorporation: 2000s
- Sustaining Change in a Fast Changing World: Large Group Methods and OD Interventions
- Rules of Thumb for Sustainable Change Consulting
- Case Examples: Using Large Group Methods to Make Sustainable Culture Change
- Conclusion
- References
- Chapter 21: Working with Individuals in Organizations: Coaching, Facilitating Interaction with Others, and Strategic Advising
-
Part Five: Multicultural Perspectives
- Chapter 22: Diversity and Inclusion in Organizational Practice
- Chapter 23: Borders and Boundaries: Cross-Cultural Perspectives for OD Practitioners
- Chapter 24: Global OD Practice: The Legacy of Colonialism and Oppression
- Chapter 25: Appreciative Inquiry as an Organization Development and Diversity Process
- Chapter 26: Developing Multicultural Organizations: An Application of the Multicultural OD Model
-
Part Six: Areas of Focus in Organization Development
- Chapter 27: OD Practitioners as Agents of Social Change
-
Chapter 28: The Power of Emotional Intelligence and How to Create Resonance at Work
- Teletek and Baked: Illustrating EI and the Power of the Emotional Reality
- Leading People: What It Means Today
- Emotions: The Heart of Leadership
- Emotional Intelligence Competencies: The Key to Resonant Leadership
- Resonance, Dissonance, and the Emotional Reality of Groups
- Discovering the Emotional Reality of an Organization Through Dynamic Inquiry
- Our Hopes for OD Practitioners
- Conclusion
- References
- Chapter 29: Organization Network Dynamics and Analysis
- Chapter 30: Working with Energy in Organizations
- Chapter 31: Learning Systems and Organization Development
- Part Seven: The Present and Future of Organization Development
- About the Editors
- About the Contributors
- Name Index
- Subject Index
- End User License Agreement
Product information
- Title: The NTL Handbook of Organization Development and Change: Principles, Practices, and Perspectives, 2nd Edition
- Author(s):
- Release date: March 2014
- Publisher(s): Pfeiffer
- ISBN: 9781118485811
You might also like
book
Organizational Change and Development
The area of Organizational change and development has undergone rapid changes over the last few years, …
book
Organization Development: A Process of Learning and Changing, Third Edition
Master the modern discipline of Organizational Development (OD), and use it to plan and drive effective …
book
Practicing Organization Development: A Guide for Leading Change: A Third Edition
Essential resources for training and HR professionals Practicing Organization Development A Guide for Leading Change William …
book
The Change Handbook, 2nd Edition
The Change Handbook features chapters by the originators and foremost practitioners of such high-leverage change methods …