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| Preface | |
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| Ancillaries | |
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| What is Organization Development? | |
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| Organization Development Defined | |
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| Change Is a Constant Pressure | |
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| What Organization Development Looks Like | |
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| What Organization Development Is Not | |
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| Who This Book Is For | |
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| Overview of the Book | |
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| Analyzing Case Studies | |
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| Summary | |
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| History of Organization Development | |
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| Laboratory Training and T-Groups | |
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| Action Research and Survey Feedback | |
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| Management Practices | |
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| Quality and Employee Involvement | |
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| Organizational Culture | |
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| Change Management, Strategic Change, and Reengineering | |
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| Organizational Learning | |
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| Organizational Effectiveness and Employee Engagement | |
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| Summary | |
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| Core Values and Ethics of Organization Development | |
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| Defining Values | |
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| Why Are Values Important to the OD Practitioner? | |
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| Core Values of Organization Development | |
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| Changes to OD Values Over Time and the Values Debate | |
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| Challenges to Holding Organization Development Values | |
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| Statement of Organization Development Ethics | |
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| Summary | |
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| Appendix | |
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| Analyzing Opportunities for Organization Development Work at Northern County Legal Services | |
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| Foundations of Organizational Change | |
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| Levels and Characteristics of Organizational Change | |
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| Models of Organizational Change: Systems Theory and Social Construction Approaches | |
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| Organizations as Systems | |
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| Organizations as Socially Constructed | |
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| Summary | |
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| The Organization Development Practitioner and the Consulting Process | |
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| The Consulting Relationship and Types of Consulting | |
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| The Organization Development Consulting Model | |
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| OD Practitioners: Who Are They and Where Do They Work? | |
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| The Organization Development Consulting Profession | |
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| The OD Consulting Process and Action Research | |
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| Summary | |
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| Entry and Contracting | |
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| Entry | |
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| Contracting | |
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| Summary | |
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| Data Gathering | |
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| The importance of Data Gathering | |
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| Presenting Problems and Underlying Problems | |
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| Data Gathering Process | |
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| Data Gathering Methods | |
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| Creating a Data Gathering Strategy and Proposing an Approach | |
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| Ethical Issues With Data Gathering | |
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| Summary | |
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| Proposing a Data Gathering Strategy at Aero Tech, Inc. | |
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| Diagnosis and Feedback | |
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| Diagnosis: Discovery, Assessment, Analysis, and Interpretation | |
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| Finding Patterns by Analyzing Data | |
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| Interpreting Data | |
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| Selecting and Prioritizing Themes | |
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| Feedback | |
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| Recognizing Resistance | |
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| Ethical Issues With Diagnosis and Giving Feedback | |
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| Summary | |
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| Sorting Through the Data from Logan Elementary School | |
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| An Introduction to Interventions | |
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| Interventions Defined | |
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| Why Interventions Fail | |
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| Considerations in Selecting the Right Intervention Strategy | |
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| Structuring and Planning Interventions for Success | |
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| The Change Agent's Role in the Intervention | |
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| Ethical Issues With Interventions | |
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| Overview of Intervention Techniques | |
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| Summary | |
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| Individual Interventions | |
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| Individual Change and Reactions to Change | |
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| Individual Instruments and Assessments | |
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| Coaching | |
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| Mentoring | |
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| 360 Feedback | |
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| Career Planning and Development | |
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| Summary | |
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| Individual Type Styles at the Parks Department | |
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| Team Interventions | |
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| Defining Teams | |
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| What Makes a Successful Team? | |
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| Special Types of Teams | |
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| Team Development | |
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| Team-Building Interventions | |
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| Intergroup Interventions | |
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| Summary | |
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| Solving Team Challenges at DocSystems Billing, Inc. | |
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| Whole Organization and Multiple Organization Interventions | |
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| Characteristics of Contemporary Large-Scale Interventions | |
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| Organizational Culture Assessment and Change | |
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| Organization Design and Structure | |
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| Directional Interventions | |
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| Quality and Productivity Interventions | |
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| Mergers and Acquisitions | |
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| Transorganization or Interorganization Development | |
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| Summary | |
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| Reorganizing Human Resources at ASP Software | |
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| The Future of the Crossroads Center | |
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| Sustaining Change, Evaluating, and Ending an Engagement | |
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| Sustaining Change After the Intervention | |
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| Evaluation | |
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| Ending an Engagement: Separation and Exit | |
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| Summary | |
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| The Future of Organization Development | |
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| Increasing Complexity of Change | |
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| Globalization | |
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| Changing Workforce Demographics | |
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| Changing Nature of Work | |
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| The Current State of OD: Strengths, Weaknesses, and Opportunities | |
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| Summary | |
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| References | |
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| Author Index | |
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| Subject Index | |
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| About the Author | |