Organization Development is a one-stop guide to the world of planned change. Newcomers to the field can read the book cover to cover and explore organization development's foundation, scope, focus, purpose, and methods. Experienced consultants and change agents will find chapters that capture best thinking on key topics-resources for fine-tuning skills, learning about intervention options, envisioning organization development's future, or reflecting on the larger issues in growth and change. Leaders and managers will find the resources they need to understand the route to organizational health and effectiveness, and to develop, launch, and nourish successful change efforts. Organization development has a powerful and influential heritage, solid core, evolving applications and approaches, and a vital role to play in today's global, fast-paced world of constant change. This volume immerses readers deeply in organization development's power and possibilities. Contributors include Billie Alban Chris Argyris Ron Ashkenas John R. Austin Jean M. Bartunek Franklin Becker Richard Beckhard Beth Benjamin Peter Block Gene Boccialetti Lee G. Bolman David L. Bradford Barbara Bunker W. Warner Burke Bernard Burnes Jay Conger David L. Cooperrider Terrence E. Deal Linda Dickens Peter F. Drucker Jane E. Dutton Peter J. Frost Marshall Goldsmith Jay Galbraith Joan V. Gallos Marc S. Gerstein Louis "Tex" Gunning Phil Harkins Stuart L. Hart Todd Jick Jason M. Kanov Rosabeth Moss Kanter Steve Kerr John Kotter James Kouzes Edward E. Lawler Jacoba M. Lilius Sally Maitlis Robert J. Marshak Keith Merron Philip H. Mirvis Howard Morgan David A. Nadler Glenn M. Parker Barry Posner Joseph A. Raelin Michael J. Sales Edgar H. Schein Roger Schwarz Leslie E. Sekerka Peter M. Senge Fritz Steele David A. Thomas William R. Torbert Dave Ulrich Karen Watkins Marvin Weisbord Alan Weiss Monica C. Worline

InhaltsangabeForeword: Observations on the State of Organizational Development Introduction and Acknowledgements PART ONE: THE OD FIELD: SETTING THE CONTEXT, UNDERSTANDING THE LEGACY Historical roots 1. What is Organization Development? 2. Where Did OD Come From? Evolution of the Field 3. Revolutions in OD: The New and the New, New Things Theory Versus Practice 4. Theories and Practice of Organizational Development PART TWO.: THE OD CORE: UNDERSTANDING AND MANAGING PLANNED CHANGE UNDERSTANDING PLANNED CHANGE 5. Kurt Lewin and the Planned Approach to Change: A Reappraisal Intervention Theory 6. Effective Intervention Activity Action Technologies 7. Action Research: Rethinking Lewin 8. Action Learning and Action Science: Are They Different? Appreciative Inquiry 9. Toward a Theory of Positive Organizational Change Models of Change 10. Leading Change: Why Transformation Efforts Fail 11. The Congruence Model of Change PART THREE. THE OD PROCESS: DIAGNOSIS, INTERVENTION, AND LEVELS OF ENGAGEMENT Individual 12. Teaching Smart People How to Learn Small Group 13. Facilitative Process Interventions: Task Processes in Groups Large Group 14. Large Group Interventions and Dynamics Intergroup 15. Understanding the Power of Position: A Diagnostic Model Organization 16. Reframing Complexity: A Four-Dimensional Approach to Organizational Diagnosis, Development, and Change PART FOUR. OD CONSULTING: LEADING CHANGE FROM THE OUTSIDE Consulting Process 17. Masterful Consulting Consulting Phases and Tasks 18. Flawless Consulting Contracting 19. The Organization Development Contract Facilitation 20. The Facilitator and Other Facilitative Roles Coaching 21. The Right Coach PART FIVE. OD LEADERSHIP: FOSTERING CHANGE FROM THE INSIDE Understanding Options and Challenges 22. Reframing Change: Training, Realigning, Negotiating, Grieving, and Moving On Leading as the Internal Consultant 23. What Constitutes an Effective Internal Consultant? Leading as the Boss 24. Reversing the Lens: Dealing with Different Styles When You Are the Boss Leading the Boss 25. Relations with Superiors: The Challenge of 'Managing' a Boss Building Support 26. Enlist Others PART SIX. OD FOCUS: ORGANIZATIONAL INTERVENTION TARGETS Strategy 27. Business Strategy: Creating the Winning Formula Organizational Design 28. Matching Strategy and Structure Structure of Work 29. Designing Work: Structure and Process for Learning and Self-Control Workspace Design 30. Making It Happen: Turning Workplace Vision into Reality Culture 31. So How Can You Assess Your Corporate Culture Workforce Development 32. What Makes People Effective Team Development 33. What Makes a Team Effective or Ineffective Leadership Development 34. Developing the Individual Leader PART SEVEN. OD PURPOSE AND POSSIBILITIES: SEEING THE FOREST FOR THE TREES Fostering Mission and Commitment 35. Creating a Community of Leaders Integrating Systems 36. Designing High Performing Work Systems: Organizing People, Work, Technology, and Information Utilizing Diversity 37. Diversity as a Strategy Creating Learning Organizations 38. The Leader's New Work: Building Learning Organizations Creating Humane Organizations 39. Compassion in Organizational Life Fostering Growth and Development 40. Generating Simultaneous Personal, Team, and Organizational Development PART EIGHT. OD AND THE FUTURE: EMBRACING CHANGE AND NEW DIRECTIONS Changes in the Field Practitioner Perspective 41. Emerging Directions: Is There a New OD? Scholarly Perspective 42. The Future of OD? Changes in the External Environment The Digital Revolution 43. From Cells to Communities: Deconstructing and Reconstructing the Organization Globalization 44. Actions for Global Learners, Launchers, and Leaders K

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