Оглавление
Donald L. Anderson. Organization Development
Organization Development
Organization Development
Brief Contents
Detailed Contents
Preface
Exercises and Activities
Ancillaries. Instructor Teaching Site
Acknowledgments
Chapter One What Is Organization Development?
Organization Development Defined
Making the Case for Organization Development
What Organization Development Looks Like
Example 1: Increasing Employee Participation in a Public Sector Organization
Example 2: Senior Management Coaching at Vodaphone
Example 3: Team Development in a Cancer Center
Example 4: A Future Search Conference in a Northern California Community
Example 5: A Long-Term Strategic Change Engagement
What Organization Development Is Not
Management Consulting
Training and Development
Short Term
The Application of a Toolkit
Who This Book Is For
Overview of the Book
Analyzing Case Studies
Questions for Discussion
Case Study 1: Every Coin Has Two Sides
In Tom’s Office
Meeting With Jared
Excerpts From Meetings With Jared’s Team
Back in Tom’s Office
Chapter Two History of Organization Development
Laboratory Training and T-Groups
Action Research, Survey Feedback, and Sociotechnical Systems
Survey Feedback
Sociotechnical Systems
Management Practices
Quality and Employee Involvement
Organizational Culture
Change Management, Strategic Change, and Reengineering
Organizational Learning
Organizational Effectiveness and Employee Engagement
Agility and Collaboration
Questions for Discussion
Note
Chapter Three Core Values and Ethics of Organization Development
Defining Values
Why Are Values Important to the OD Practitioner?
Core Values of Organization Development
Participation, Involvement, and Empowerment
The Importance of Groups and Teams
Growth, Development, and Learning
Valuing the Whole Person
Dialogue and Collaboration
Authenticity, Openness, and Trust
Changes to OD Values Over Time and the Values Debate
Challenges to Holding Organization Development Values
Statement of Organization Development Ethics
Questions for Discussion
Statement of Ethical Guidelines for Practice for OD-HSD (Organization Development–Human Systems Development)
Case Study 2: Analyzing Opportunities for Organization Development Work at Northern County Legal Services
Note
Chapter Four Foundations of Organizational Change
Levels and Characteristics of Organizational Change
Models of Organizational Change: Systems Theory and Social Construction Approaches
Organizations as Systems
The Value of Systems Theory for OD Practitioners
Models of Organizational Change Consistent With a Systems Theory Approach
Lewin’s Three-Phase Model of Change and Force Field Analysis
The Nadler-Tushman Congruence Model
The Burke-Litwin Model of Organizational Performance and Change
Weisbord’s Six-Box Model
Organizations as Socially Constructed
The Value of the Social Construction Approach for OD Practitioners
Approaches to Organizational Change Consistent With a Social Construction Perspective
New Paradigms in OD
Questions for Discussion
Example 1
Example 2
Example 3
Case Study 3: “I Just Can’t Work With Her:” Team Conflict in the Northeast Sales Division
Meeting With Neil
Meeting With Al Perez
Meeting With Tracey
Meeting With Renee
Meeting With Leo
Meeting With Melissa
Further Reading
Descriptions of Images and Figures
Chapter Five The Organization Development Practitioner and the OD Process
The Consulting Relationship and Types of Consulting
Expert Model
Doctor–Patient Model
Mechanic Model
The Organization Development Consulting Model
OD Practitioners: Who Are They and Where Do They Work?
Internal Versus External Consulting: Advantages and Disadvantages
Ethical Issues for Internal and External Consultants
The Organization Development Consulting Profession
Becoming an OD Consultant
Skills and Competencies for OD Consultants
The OD Consulting Process and Action Research
A Dialogic Approach to OD
Foundational Assumptions of Dialogic OD
A Dialogic OD Process
Questions for Discussion
Note
Descriptions of Images and Figures
Chapter Six Entry and Contracting
Entry
Ethical Issues During the Entry Stage
Who Is the Client?
Contracting
What Is Contracting?
The Purpose of Contracting
Success in the Contracting Meeting
Recontracting
Ethics in Contracting
Contracting as Data Gathering
Questions for Discussion
Chapter Seven Data Gathering
The Importance of Data Gathering
Presenting Problems and Underlying Problems
Data Gathering Process
Data Gathering Methods
Interviews
Tips for Successful Interviews
Focus Groups
Tips for Successful Management of Focus Groups
Surveys/Questionnaires
Tips for Successful Administration of Surveys
Observations
Tips for Successfully Conducting Observations for Data Gathering
Unobtrusive Measures
Tips for Gathering and Using Data via Unobtrusive Measures
Creating a Data Gathering Strategy and Proposing an Approach
Ethical Issues With Data Gathering
Questions for Discussion
Case Study 4: Proposing a Data Gathering Approach at TLG Solutions
Questions for Discussion
Descriptions of Images and Figures
Chapter Eight Diagnosis and Feedback
Diagnosis: Discovery, Assessment, Analysis, and Interpretation
Finding Patterns by Analyzing Data
Deductive Analysis: Using Models for Diagnosis
Inductive Analysis: Pulling Out Key Themes
Using Headlines
Statistical Analysis
Interpreting Data
Selecting and Prioritizing Themes
Feedback
Structuring the Feedback Meeting
Presenting Data in the Feedback Meeting
Resistance
Thinking Differently About Resistance
Working With Client Resistance
Ethical Issues With Diagnosis and Giving Feedback
Questions for Discussion
Part I: Feedback Meeting
Part II: Client Reaction
Case Study 5: Sorting Through the Data From Logan Elementary School
Monday
Tuesday
Wednesday
Thursday
Friday
Descriptions of Images and Figures
Chapter Nine An Introduction to Interventions
Interventions Defined
Why Interventions Fail
Consequences of Failed Interventions
Considerations in Selecting the Right Intervention Strategy
Structuring and Planning Interventions for Success
Creating Opportunities for Learning
Giving Free Choice
Providing Clear and Explicit Outcomes
Practicalities in Intervention Design
The Change Agent’s Role in the Intervention
Ethical Issues With Interventions
Misrepresentation of the Intervention
Misrepresentation of the Consultant’s Skill Level
Collusion With the Client
Coercion and Manipulation of the Client or Organizational Members
Overview of Intervention Techniques
Questions for Discussion
Descriptions of Images and Figures
Chapter Ten Individual Interventions
Individual Change and Reactions to Change
Endings
The Neutral Zone
New Beginnings
Individual Instruments and Assessments
The Myers-Briggs Type Indicator
Coaching
Mentoring
360 Feedback
Career Planning and Development
The Classic View: Stages of the Career
The Contemporary View: Boundaryless Careers
Choosing a Career Direction and Identifying Work Interests
Setting Career Goals
Developing Career Transitions and New Employment Relationships
Questions for Discussion
Case Study 6: Individual Type Styles at the Parks Department
At the Retreat
Chapter Eleven Team Interventions
Defining Teams
What Makes a Successful Team?
Special Types of Teams
Self-Directed Work Teams
Virtual Teams
Cross-Functional Teams
Team Development
Team-Building Interventions
What Is Team Building?
Data Gathering for Team Interventions
Team Start-Up and Transition Meetings
Confrontation Meetings
Role Negotiation and Role Analysis
Role Negotiation Exercise
Responsibility Charting
Work Redesign
Workout
Intergroup Interventions
An Intervention to Resolve Intergroup Conflict
Variations on Intergroup Interventions
Questions for Discussion
Case Study 7: Solving Team Challenges at DocSystems Billing, Inc
About the Company
About the Call Center
Call Center Reorganization
Roles and Work Process. Billing Specialist
Medical Insurance Specialists (MIS)
Senior Insurance Consultants (SIC)
The DocSystems Case in Four Scenes. Central Characters
Scene 1: The First Client Meeting
Scene 2: Observation With Rosie Jones
Scene 3: Observation With Carlos Chavez
Scene 4: The Design Session
Descriptions of Images and Figures
Chapter Twelve Whole Organization and Multiple Organization Interventions
Characteristics of Contemporary Large-Scale Interventions
Participation
Timeline
Practitioner Role
Strategic Change Interventions
Strategic Planning and Real-Time Strategic Change
A Strategic Planning Case Study
The Integrated Strategic Change Process
Real-Time Strategic Change
Scenario Planning
Search Conferences and Future Search
Features of a Future Search Conference. Size, Length, and Subject
Attendance
Data Gathering and Interpretation
Exploring the Wider Context
Structure
Day 1 (Afternoon)
Day 2 (Morning)
Day 2 (Afternoon)
Day 3
Quality and Productivity Interventions
Total Quality Management
Reengineering
Six Sigma
Interventions in Mergers and Acquisitions
Organization Development in M&A Integration1
Target 1: Individual Integration
Interventions for Individual Integration
Target 2: Team Integration
Interventions for Team Integration
Target 3: Cross-Team/Department Integration
Interventions for Cross-Team/Department Integration
Target 4: Organizationwide Integration
Interventions for Organizationwide Integration
Transorganization or Interorganization Development
Dialogic OD Consultation and Interventions
Role of the OD Practitioner in Dialogic OD Interventions
Examples of Dialogic OD Practices
World Café
Open Space Technology
Four Principles of Open Space
One Law
Introducing Dialogic OD Successfully
Entry and Contracting: Clarifying The Sponsor Role and Dialogic Mind-Set
Blending Traditional and Dialogic OD
Conditions for Successful Dialogic OD Interventions
Skills Needed for the Dialogic Practitioner
Further Areas for Development of Dialogic OD
Positive Organizational Scholarship and Appreciative Inquiry
Questions for Discussion
Large-Group Interventions
Strategic Planning and Real-Time Strategic Change
Scenario Planning
Search Conferences and Future Search
Quality and Productivity Interventions
Mergers and Acquisitions
Transorganization or Interorganization Development
Dialogic OD Interventions
Appreciative Inquiry
Case Study 8: The Future of the Crossroads Center
Note
Chapter Thirteen Organization Culture and Design Interventions
Organizational Culture Assessment and Change
Organization Design
Common Organizational Structures
Functional Structure
Unit Structures
Matrix Structure
Network Structure
Boundaryless and Process Structure
Lateral Capability
Tests of a Good Design
Questions for Discussion
Organizational Culture
Organization Design
Case Study 9: Reorganizing Human Resources at ASP Software
Descriptions of Images and Figures
Chapter Fourteen Sustaining Change, Evaluating, and Ending an Engagement
Sustaining Change After the Intervention
The Dangers of Sustaining Change
Mechanisms to Sustain Change
Evaluation
Challenges to Evaluation
Reasons to Evaluate
What to Evaluate
Evaluation Process
Examples of Evaluation
Ethics of Evaluation
Future of Evaluation
Ending an Engagement: Separation and Exit
Ethics of Endings
Questions for Discussion
Descriptions of Images and Figures
Chapter Fifteen Global Issues in Organization Development
OD’s Challenges in a Global Environment
Dimensions of Global Cultural Difference
Power Distance
Uncertainty Avoidance
Individualism–Collectivism
Masculinity–Femininity
Short-Term–Long-Term Orientation
Indulgence–Restraint
OD Values, Interventions, and Culture
Case Examples and Research Findings
China
Hong Kong
Japan
Taiwan
India
Africa and the Middle East
Ghana
Egypt
South Africa
Latin America
United Kingdom and Ireland
Beyond Single Cultures: Multicultural OD
Advice for the Global OD Practitioner
Questions for Discussion
Case Study 10: A Global Partnership at GFAC Consulting
New York Team
India Team
Descriptions of Images and Figures
Chapter Sixteen The Future of Organization Development
Increasing Complexity of Change
Changing Workforce Demographics
Changing Nature of Work
OD and Technology
The Current State of OD: Strengths, Weaknesses, and Opportunities
Strengths of OD Practice Today
Weaknesses in OD Practice Today
Opportunities for OD in the Future
OD and Sustainability
Conclusion: The Future of OD
Questions for Discussion
References
Author Index
Subject Index
About the Author
