Handbook for Strategic HR

Table of contents

1. Cover
2. Title Page
3. Copyright
4. Contents
5. The Editors
6. Section 1 The Changing World of Human Resources
   1. • Introduction
   2. 1. The Role of Organization Development in the Human Resource Function
   3. 2. Organization Development and Human Resources Management
7. Section 2 Consulting and Partnership Skills
   1. • Introduction
      1. Facilitation and the Consulting Process
      2. The Core Skills Needed in Consulting on Process Issues
      3. The Client-Consultant Relationship
      4. The Consultant as Person
      5. Partnerships Among the HR Business Partner, Leadership, Staff, and an Internal or External OD Consultant
   2. 3. Facilitation 101
   3. 4. Action Research: The Anchor of OD Practice
   4. 5. The Organization Development Contract
   5. 6. The Seven Deadly Sins of OD Consulting: Pitfalls to Avoid in the Consulting Practice
   6. 7. Notes Towards a Better Understanding of Process: An Essay
   7. 8. The Consultant as Process Leader
   8. 9. Working with the Client-Consultant Relationship: Why Every Step Is an “Intervention”
   9. 10. Who Owns the OD Effort?
   10. 11. Unraveling the “Who’s Responsible?” Riddle
   11. 12. Rules of Thumb for Change Agents
   12. 13. If I Knew Then … : An Essay
   13. 14. Who Is the Client Here?: On Becoming An OD Consultant
   14. 15. An Inner Blueprint for Successful Partnership Development: Putting a Relationship to Work
   15. 16. Reflections on a Cross-Cultural Partnership in Multicultural Organizational Development Efforts
8. Section 3 Use of Self as an Instrument of Change
   1. • Introduction
      1. Use of Self: Our Instrument of Change
      2. The Mental Realities We Build
      3. Ethical Leadership
      4. Covert Processes
   2. 17. Managing Use of Self for Masterful Professional Practice
   3. 18. Personal and Organizational Authority: Bringing the Self into a System of Work Relationships
   4. 19. Diversity, Inclusion, and the Ladder of Inference
   5. 20. Mindfulness and Experiential Learning
   6. 21. Generative Conversations: How to Use Deep Listening and Transforming Talk in Coaching and Consulting
   7. 22. Diversity and Social Justice: Practices for OD Practitioners
   8. 23. Racism in the Workplace: OD Practitioners’ Role in Change
   9. 24. Quadrant Behavior Theory: Edging the Center the Potential for Change and Inclusion
   10. 25. Ethical Leadership and OD Practice
   11. 26. Diagnosing Covert Processes in Groups and Organizations
9. Section 4 Thinking Systemically and Strategically
   1. • Introduction
      1. Systems Thinking: The Connectedness of Everything
      2. An Evolving Understanding of Systems Thinking
      3. Designing Organizations
      4. Culture
      5. Organic/Open Systems Models
      6. Complex Adaptive and Dialogic Approaches
   2. 27. General Systems Theory: What is it? Is There an Application Example for OD?
   3. 28. Gestalt OSD and Systems Theory: A Perspective on Levels of System and Intervention Choices
   4. 29. Towards a Behavioral Description of High-Performing Systems
   5. 30. Chaos and Complexity: What Can Science Teach?
   6. 31. The Postmodern Turn in OD
   7. 32. Corporate Culture
   8. 33. Trauma and Healing in Organizations
   9. 34. Diversity and Inclusion as a Major Culture Change Intervention
   10. 35. Organizational Circulatory Systems: An Inquiry
   11. 36. Organic Organizational (Org2) Design
   12. 37. Participative Design: An Overview
   13. 38. Creating the Complex Adaptive Organization: A Primer on Complex Adaptive Systems
   14. 39. Incorporating Social Network Analysis into Traditional OD Interventions: A Case Study
   15. 40. Appreciative Inquiry and Positive Organizational Scholarship: A Philosophy of Practice for Turbulent Times
   16. 41. Creating Change by Changing the Conversation
10. Section 5 Employee Engagement
    1. • Introduction
       1. Working Out: Building Strength Through Employee Engagement
       2. One Plus One Equals Four Star Performance: Engaging in Collaboration
       3. Lights, Camera, Action: Close-Ups of Engagement
    2. 42. A Brief and Provocative History of Participation
    3. 43. Employee Engagement and OD Strategies
    4. 44. The Identity Effect: How Identity-Based Management Drives Employee Engagement and Business Performance
    5. 45. Will Employee Engagement Be Hijacked or Reengineered?
    6. 46. The Power of Interactive Collaborative Designs
    7. 47. Creating a Culture of Collaboration in a City Government
    8. 48. Employee-Led Organizational Change: Theory and Practice
    9. 49. The Politics of Implementation: The Importance of Building Consensus Around Employee Performance Management
    10. 50. Interest-Based Problem Solving: Foundation of a Labor and Management Partnership
11. Section 6 Change Management
    1. • Introduction
       1. Change by Any Other Name: Kinds of Change
       2. What Now? Understanding Change from the Change Recipient’s Viewpoint
       3. How to Make Them Sit Up and Take Notice: The Successful Change Agent
       4. Special Topics
    2. 51. Awake at the Wheel: Moving beyond Change Management to Conscious Leadership
    3. 52. The Tao of Change Redux
    4. 53. Improving Change Implementation: Practical Adaptations of Kotter’s Model
    5. 54. Change from the Employees’ Perspective: The Neglected Viewpoint
    6. 55. Resistance in Organizations: How to Recognize, Understand, and Respond to It
    7. 56. Appreciative Inquiry: Debunking the Mythology Behind Resistance to Change
    8. 57. Utilizing States of Organizational Readiness
    9. 58. Developing Organization Change Champions: A High Payoff Investment!
    10. 59. The Role of Leadership in the Management of Organizational Transformation and Learning
    11. 60. Change Mastery, Simplified
    12. 61. Backcasting: A Systematic Method for Creating a Picture of the Future and How to Get There
    13. 62. Using Action Learning for Organization Development and Change
    14. 63. Strategic Change Consulting: How to Leverage Your Work at the Enterprise Level
    15. 64. The Executive Perspective on Mergers and Acquisitions
    16. 65. An Appreciative Inquiry Into the Factors of Culture Continuity During Leadership Transition: A Case Study of LeadShare, Canada
12. Section 7 Globalization, Cross-Cultural Interaction, and Virtual Working Arrangements
    1. • Introduction
       1. Creating Global Glue and Alignment
       2. Leadership
       3. Consultant Role
       4. Community and Sustainability
       5. Communication in Global Enterprises
    2. 66. Global Glue and the Case Study of Fonterra
    3. 67. Organizational Development’s Role When Going Global
    4. 68. Implementing a Global Corporate Strategy: The Role of Organization Development
    5. 69. Socio-Economic Approach to Management: A Successful Systemic Approach to Organizational Change
    6. 70. Business as an Agent of World Benefit: A Worldwide Action Research Project Using Appreciative Inquiry
    7. 71. Leadership Connectivity: Building Global Partnerships
    8. 72. Global Leadership: A Virgin Landscape for OD Practitioners in the Vanguard
    9. 73. The Core Value of OD Revisited: A Compass for Global and International Organizational Development
    10. 74. OD: Dancing in the Global Context
    11. 75. Organization as Community: What We have to Learn from the Maasai about OD
    12. 76. Creating High Impact Organizations in the SADC: Adapting OD Methods and Practices
    13. 77. Addressing the Global Virtual Competency Gap
    14. 78. OD 2.0: Shifting from Disruptive to Innovative Technology
13. About the Contributors
14. Index