Organization Development: The Process of Leading Organizational Change

Organization Development: The Process of Leading Organizational Change offers a comprehensive look at individual, team, and organizational change, covering classic and contemporary organization development (OD) techniques. Bestselling author Donald L. Anderson provides students with the organization development tools they need to succeed in today’s challenging environment defined by globalization, rapidly changing technologies, economic pressures, and evolving workforce expectations.   The new Fifth Edition has been updated to reflect the latest research. New "Profiles in OD" highlight a variety of practitioners and researchers. New cases, examples, and a new chapter on organization design and culture interventions provide readers with the latest information on OD best practices.  

Table of Contents:
Preface Acknowledgments CHAPTER 1 • What Is Organization Development? Organization Development Defined Making the Case for Organization Development What Organization Development Looks Like What Organization Development Is Not Who This Book Is For Overview of the Book Analyzing Case Studies Summary Questions for Discussion For Further Reading CHAPTER 2 • History of Organization Development Laboratory Training and T-Groups Action Research, Survey Feedback, and 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 Summary Questions for Discussion For Further Reading CHAPTER 3 • Core Values and Ethics of Organization Development Defining Values Why Are Values Important to the OD Practitioner? Core Values of Organization Development Changes to OD Values Over Time and the Values Debate Challenges to Holding Organization Development Values Statement of Organization Development Ethics Summary Questions for Discussion For Further Reading Exercise: What Would You Do? Appendix CHAPTER 4 • Foundations of Organizational Change Levels and Characteristics of Organizational Change Models of Organizational Change: Systems Theory and Social Construction Approaches Organizations as Systems Organizations as Socially Constructed Summary Questions for Discussion For Further Reading Exercise: Using Organizational Change Models CHAPTER 5 • The Organization Development Practitioner and the OD Process The Consulting Relationship and Types of Consulting The Organization Development Consulting Model OD Practitioners: Who Are They and Where Do They Work? The Organization Development Consulting Profession The OD Consulting Process and Action Research A Dialogic Approach to OD Summary Questions for Discussion For Further Reading CHAPTER 6 • Entry and Contracting Entry Contracting Summary Questions for Discussion For Further Reading Exercise: Contracting CHAPTER 7 • Data Gathering The Importance of Data Gathering Presenting Problems and Underlying Problems Data Gathering Process Data Gathering Methods Creating a Data Gathering Strategy and Proposing an Approach Ethical Issues With Data Gathering Summary Questions for Discussion For Further Reading Exercise: Data Gathering CHAPTER 8 • Diagnosis and Feedback Diagnosis: Discovery, Assessment, Analysis, and Interpretation Finding Patterns by Analyzing Data Interpreting Data Selecting and Prioritizing Themes Feedback Resistance Ethical Issues With Diagnosis and Giving Feedback Summary Questions for Discussion For Further Reading Exercise: Feedback and Resistence CHAPTER 9 • An Introduction to Interventions Interventions Defined Why Interventions Fail Considerations in Selecting the Right Intervention Strategy Structuring and Planning Interventions for Success The Change Agent’s Role in the Intervention Ethical Issues With Interventions Overview of Intervention Techniques Summary Questions for Discussion For Further Reading CHAPTER 10 • Individual Interventions Individual Change and Reactions to Change Individual Instruments and Assessments Coaching Mentoring 360 Feedback Career Planning and Development Summary Questions for Discussion For Further Reading Exercise: Individual Intervention (Coaching) CHAPTER 11 • Team Interventions Defining Teams What Makes a Successful Team? Special Types of Teams Team Development Team-Building Interventions Intergroup Interventions Summary Questions for Discussion For Further Reading Exercise: Team Intervention (Facilitation and Team Development) CHAPTER 12 • Whole Organization and Multiple Organization Interventions Characteristics of Contemporary Large-Scale Interventions Strategic Change Interventions Quality and Productivity Interventions Interventions in Mergers and Acquisitions Transorganization or Interorganization Development Dialogic OD Consultation and Interventions Summary Questions for Discussion For Further Reading CHAPTER 13 • Organization Culture and Design Interventions Organizational Culture Assessment and Change Organization Design Summary Questions for Discussion For Further Reading Exercise: Whole Organization Intervention (Organization Design) CHAPTER 14 • Sustaining Change, Evaluating, and Ending an Engagement Sustaining Change After the Intervention Evaluation Ending an Engagement: Separation and Exit Summary Questions for Discussion For Further Reading Exercise: Sustaining Change CHAPTER 15 • Global Issues in Organization Development OD’s Challenges in a Global Environment Dimensions of Global Cultural Difference OD Values, Interventions, and Culture Case Examples and Research Findings Advice for the Global OD Practitioner Summary Questions for Discussion For Further Reading CHAPTER 16 • The Future of Organization Development Increasing Complexity of Change Changing Workforce Demographics Changing Nature of Work The Current State of OD: Strengths, Weaknesses, and Opportunities Conclusion: The Future of OD Summary Questions for Discussion For Further Reading References Author Index Subject Index About the Author