Ironies In Organizational Development: Revised And Expanded

Offering effective tools and strategies, this book covers how to encourage and strengthen skills in process analysis and investigation, align OD principles with transforming societal values, clarify communication processes and decision-making procedures, and isolate and resolve roadblock issues. Constructing a platform to assess large-system agendas, Ironies in Organizational Development, Second Edition is an outstanding text for upper-level undergraduate and graduate students taking organizational development courses in the departments of public administration, psychology, management, and sociology, as well as for in-service and professional workshops.

Table of Contents:
Preface, Introduction Irony I: Substantial Success but Pessimism About Practice 1. Undercutting the Irony of Ironies with Early and Recent Data: Increasing Confidence About Domestic Success Rates over the Decades 2. Further Weakening the Irony of Ironies: Success Rates in Global Settings 443. Challenging a Critical Assumption of the Capstone Irony: Putting “Positive Response Bias” into Reasonable Perspective Irony II: Substantial Success with Insufficient Attention to Replication 4. Toward Building Work Cultures to Order: Illustrating Replications of Generic Designs 5. Saving Conceptual Shortfalls from Themselves: Enriching New Public Management (NPM) as Exemplar 6. Checking Downstream Progress, Years Later: Replication as a Stream of Events over Time Irony III: Substantial Success in Global Applications While Neglecting Alternative Ethics at Work7. Responsible Freedom as the Goal in OD, Part I: Some Basic Conceptual Distinctions 8. Responsible Freedom as the Goal in OD, Part II: Two Western Work Ethics as the Base 9. Responsible Freedom as the Goal in OD, Part III: Confucian Work Ethic as the Base Irony IV: Substantial Success Without Consensus About a Learning Model 10. Not Every Learning Design Works Every Time: Toward an “Optimum Discrepancy” to Better Target Interventions 11. Not Every Design “Works” Everywhere: Greater Sensitivity to Interaction of Situations and Designs Irony V: Substantial Success While Inadequately Assessing Large-System Interventions and Their Effects 12. Illustrating Large-System Change in Business: Detailing a Design for Strategic Planning and its Effects 13. Illustrating Large-System Change in Government: Examining Some Surprises in Labor/Management Cooperation 14. Illustrating Large-System Change in Health Care: Reorganizing a Medical[1]Surgical Ward 15. Illustrating Large-System Change at the Interface: Testing Some Features of the Common Wisdom Irony VI: Substantial Success Without Specifying Contextual Differences 16. A Probably Modest Contribution to Success Rates: Fine-Tuning OD Designs to Kinds of Crises 17. A Big Contributor to Heightened Success Rates, Almost Undoubtedly: OD Designs Improve Group Properties and Reduce Burnout Irony VII: Substantial Success Without Differentiating People 18. Acknowledging Some Limitations of “One Person, One Vote”: Survey/Feedback Realities and Classes of Respondents 19. Highlighting Differences in Personal Slack for Choice and Change, Part I: A Preliminary Profile for Burnout in OD 20. Highlighting Differences in Personal Slack for Choice and Change, Part II: Burnout as Covariant of Many Managerially Relevant Measures, Just About Everywhere Irony VIII: Substantial Success While Neglecting Easy Pieces 21. Enlarging the Empowering Potential of the Workweek: Flexible Work Hours as Exemplar 22. Enhancing the Empowering Potential of the Concept “Workplace”: Flexi[1]Place as Exemplar 23. Enhancing the Empowering Potential of the Concept “Development”: Demotion as Exemplar Irony IX: Substantial Success Without Differentiating Kinds of Change and Designs 24. Defining “Change” as Trinitarian: Estimating Whether “Change” Occurs, and How Much, Requires Specifying the Kind of Change 25. Really Appreciating Appreciative Inquiry: Extending OD Technology/Values and Success Rates While Preserving the Essentials Postscript About Multiple Ironies 26. Reducing Ironies and Increasing Success Rates: Tactics and Strategies

About the Author :
Robert T. Golembiewski, The University of Georgia Athens, Georgia, U.S.A.