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Organization Development: A Process of Learning and Changing, Third Edition

Book Description

Master the modern discipline of Organizational Development (OD), and use it to plan and drive effective change. Organization Development, Third Edition is today's complete overview of the OD discipline for managers, executives, administrators, consultants, and students alike. Fully updated to reflect major changes since the classic Second Edition, it explains how OD is now practiced, and how it is continuing to evolve. The authors illuminate each key theory in the field, giving readers the background they need to translate theory into action, make key choices, help organizations learn, and lead change. Coverage includes:

  • What OD is, where it came from, and where it is headed

  • Understanding OD as a process of change

  • Defining the OD client (why your client may not be who you think it is)

  • Diagnosing organizational problems

  • Applying the Burke-Litwin model of organizational performance and change

  • Assessing how well OD techniques work

  • Working as an OD consultant, and much more

  • Table of Contents

    1. About This eBook
    2. Title Page
    3. Copyright Page
    4. Dedication Page
    5. Contents
    6. About the Authors
    7. Preface
    8. Part I: The Field of Organization Development
      1. 1. What Is Organization Development?
        1. A Case: Organization Development or Crisis Management?
        2. Definitions
        3. A Total System Approach
        4. Conclusion
      2. 2. Organization Development Then and Now
        1. Some Significant Changes Between 1969 and 1994
        2. The New Corporation
        3. Significant Changes Since 1994
        4. Conclusion
      3. 3. Where Did Organization Development Come From?
        1. Before OD
        2. Theoretical Roots
        3. Conclusion
      4. 4. Organization Development as a Process of Change
        1. Action Research
        2. Lewin’s Three-Step Procedure of Change
        3. Schein’s Elaboration of Lewin’s Three-Stage Model
        4. Phases of Planned Change
        5. Summary of Action Research Methodology
        6. The Generic Model for Organizational Change
        7. Practicing OD: A Case History
        8. Phases of OD Practice
        9. Conclusion
        10. Endnote
    9. Part II: Understanding Organizations: Diagnosis
      1. 5. Defining the Client: A Different Perspective
        1. Relations and Interfaces
        2. Theory
        3. Practice
        4. Conclusion
      2. 6. Understanding Organizations: The Process of Diagnosis
        1. Organizational Models
        2. Normative Theories
        3. Conclusion
      3. 7. The Burke-Litwin Model of Organizational Performance and Change
        1. Background
        2. The Model
        3. Conclusion
        4. Endnote
      4. 8. Understanding Organizations: Covert Processes
        1. Combining Group Relations and Organization Development
        2. Beneath the Surface of the Burke-Litwin Model
        3. A Case: Beyond the Presenting Problem—A Veiled Succession
        4. Discussion
        5. Conclusion
        6. Endnote
    10. Part III: Changing Organizations
      1. 9. Planning and Managing Change
        1. Criteria for Effective Intervention
        2. Planning the Intervention or Change
        3. Managing the Change Process
        4. Measuring Progress of the Change Effort
        5. Conclusion
        6. Two Caveats
        7. Endnote
      2. 10. Understanding and Changing Loosely Coupled Systems
        1. Two Precautions Regarding Either-Or Thinking
        2. The Change Problem
        3. Loosely Coupled Systems and the Change Process: Social Network Analysis
        4. Loosely Coupled Systems and the Change Process: Additional Potential Interventions
        5. Conclusion
        6. Endnotes
      3. 11. Does Organization Development Work?
        1. Does It Work?
        2. Research Issues in Evaluating OD Efforts
        3. Conclusion
      4. 12. The Organization Development Consultant
        1. Context for Roles and Functions
        2. Roles and Functions
        3. Consultant Abilities
        4. OD Values
        5. Becoming an OD Consultant and Integrating OD Competencies into Other Organizational Roles
        6. Self-as-Instrument
        7. Reflective Practice
        8. Conclusion
      5. 13. Coaching and Organization Development
        1. Definitions
        2. Types of Coaching
        3. Coaching Process
        4. Coaching Roles and Contexts
        5. Coaching Culture
        6. Point of View
        7. Conclusion
    11. Conclusion
      1. 14. Organization Development and the Future
        1. Summary of the Final Chapter in the Second Edition
        2. Current and Future Trends in Organization Development
        3. Dialogic Organization Development
        4. Leadership Development
        5. Positive Psychology
        6. Agility: Organizational and Individual
        7. Conclusion
    12. References
    13. Index