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The NTL Handbook of Organization Development and Change: Principles, Practices, and Perspectives, 2nd Edition

Book Description

This book provides an essential learning tool for both practitioners and students and presents the skills and competencies of an effective Organizational Development practitioner. It examines OD as both field and profession, and considers its history, values and ethics, and provides best practices, theories, methods, processes, and applications-contributed by a veritable "who's who" of contributors. The collection of nearly 30 chapters offers models that build effective organizations that can provide business, social, environmental, and global sustainability. It outlines the skills required to be an effective Organizational Development practitioner, highlights the importance of values and ethics, and methodically presents best practices, theories, methods, processes, and application for a new generation of OD practitioners and students faced with constantly emerging issues and changes in the workplace environment.

Table of Contents

  1. Figures, Tables, and Exhibits
  2. Foreword
  3. Dedication
  4. Acknowledgments
  5. Introduction
  6. Part One: Organization Development as a Profession and Field of Practice
    1. Chapter 1: Organization Development as an Evolving Field of Practice
      1. The Field of Organization Development
      2. The Evolving Nature of Organization Development
      3. Tensions and Dilemmas Within Organization Development
      4. Conclusion
      5. References
    2. Chapter 2: A History of Organization Development
      1. The Foundations of Organization Development
      2. The Birth of Organization Development (OD)
      3. Early OD Consulting
      4. OD Competence and Ethics
      5. Professional OD Associations and Networks
      6. Sharing OD Knowledge
      7. Educating OD Professionals
      8. The Expanding Field of OD
      9. Conclusion
      10. References
    3. Chapter 3: Values, Ethics, and OD Practice
      1. Values and OD Practice
      2. OD Values: Then and Now
      3. Ethics, Ethical Dilemmas, and Ethical Competence
      4. Evolving Values in a Continuously Changing Future
      5. Where Do We Go from Here?
      6. References
    4. Chapter 4: Action Research in Organization Development: History, Methods, Implications, and New Developments
      1. Definitions and Overview
      2. A Brief History of Action Research in OD
      3. Understanding AR and Its Multiple Uses: Some Examples
      4. Conclusion
      5. References
    5. Chapter 5: System Perspectives and Organization Development
      1. System Perspectives in OD
      2. Traditional OD and System Perspectives
      3. System Perspectives and Five OD Approaches
      4. Perception of Systems in Sustained Change OD
      5. Perception of Systems and Gestalt Organization and Systems Development (OSD)
      6. Perception of Systems in Blended OD
      7. Perception of Systems in Dialogic OD
      8. Diversity and Equity and OD Consulting
      9. Conclusion: Moving Forward with Wisdom
      10. References
    6. Chapter 6: Use of Self as an OD Practitioner
      1. Introduction: The Practice of OD
      2. The “What” of OD: The Action Research Model
      3. The “How” of OD: Use of Self
      4. The Self
      5. Use of Self in OD Consulting
      6. Maintaining Self as Instrument
      7. Summary
      8. References
  7. Part Two: Perspectives on Organization Development Practice
    1. Chapter 7: OD Map: The Essence of Organization Development
      1. The Map as Territorial Guide
      2. Core Theories
      3. OD as “Big I” Intervention
      4. OD Phases, Tasks, and Competencies
      5. Use of Self
      6. References
    2. Chapter 8: The Organization Development (OD) Consulting Process
      1. The OD Consulting Process
      2. Start-Up Phase
      3. Diagnosis Phase
      4. Intervention Phase
      5. Transition Phase
      6. Summary
      7. References
    3. Chapter 9: Theory and Practice of Multicultural Organization Development
      1. Historical Overview
      2. Assumptions Behind the Theory and Practice of MCOD
      3. The Practice of MCOD
      4. The MCOD Process
      5. Conclusion
      6. References
    4. Chapter 10: Dialogic Organization Development
      1. Basic Differences Between Diagnostic and Dialogic Organization Development
      2. Change Processes in Dialogic OD
      3. Dialogic OD Practice
      4. Dialogic Process Consultation
      5. When Is Dialogic OD Most Applicable?
      6. Conclusion
      7. References
    5. Chapter 11: Sustainable Organization Development
      1. Sustainability
      2. Sustainability Research and Success Examples
      3. Practicing Sustainable Organization Development
      4. Propositions for OD to Support Sustainability
      5. Conclusion
      6. References
  8. Part Three: Organization Change, Leadership, and Culture
    1. Chapter 12: A Framework for Change: Capacity, Competency, and Capability
      1. Underlying Bases of Organization Development
      2. Viewing Change from a Systems Perspective
      3. A Framework for Organization Development and Change: Three C’s
      4. The Process of Transformation
      5. Learning and the Process of Change
      6. Internal Integration
      7. External Integration
      8. Success of the Change Framework
      9. Conclusion
      10. References
    2. Chapter 13: Organization Change Theories and Models
      1. Organization Change Theories
      2. Organization Change Models
      3. Conclusion
      4. References
    3. Chapter 14: Organizational Change Processes
      1. Systems Thinking
      2. Dynamics of Change
      3. Planning Change
      4. Last Thoughts
      5. References
      6. References That Inspired Us
      7. Websites
    4. Chapter 15: Tapping the Power of Emergent Change
      1. Theoretical Framing from Complexity Science
      2. Complex Adaptive Systems
      3. Closing Thoughts
      4. References
    5. Chapter 16: Organization Leadership: Leading in a Learning Way
      1. Introduction
      2. Summary
      3. References
    6. Chapter 17: Culture Assessment as an OD Intervention
      1. Organization Culture and Cultural Assessment
      2. The Culture Assessment Process
      3. Summary and Conclusions
      4. References
  9. Part Four: Working with Groups and Individuals
    1. Chapter 18: The Natural Development of Work Groups: Emergent Leadership
      1. Introduction
      2. Basic Conditions for Effective Work Groups
      3. Emergent Group Leadership
      4. Structural Development
      5. General Consideration
      6. References
    2. Chapter 19: Working with Groups in Organizations
      1. Foundational Thinkers and Thoughts
      2. Toward an Integrated Theory and Model
      3. Toward an Integrated Group Dynamics Model
      4. Intervening in Groups
      5. References
    3. Chapter 20: Large Group Interventions
      1. Invention and Early Development: Mid-1980S to About 1993
      2. Adoption of the New Methods: 1993 to 2000
      3. Incorporation: 2000s
      4. Sustaining Change in a Fast Changing World: Large Group Methods and OD Interventions
      5. Rules of Thumb for Sustainable Change Consulting
      6. Case Examples: Using Large Group Methods to Make Sustainable Culture Change
      7. Conclusion
      8. References
    4. Chapter 21: Working with Individuals in Organizations: Coaching, Facilitating Interaction with Others, and Strategic Advising
      1. The Three Faces of Individual Work
      2. The Second Face: Facilitating More Effective Interactions Between People
      3. The Third Face: Strategic Advising
      4. Distortions in Working at the Individual Level
      5. Conclusion
      6. References
  10. Part Five: Multicultural Perspectives
    1. Chapter 22: Diversity and Inclusion in Organizational Practice
      1. From Compliance to Culture Change
      2. The Roots of EEO and Affirmative Action
      3. From Awareness and Sensitivity to Strategic Culture Change
      4. Controversies and Tensions in the Field
      5. Forms of Diversity in a Global Context
      6. Skills for Engaging Diversity and Building Capacity
      7. Summary
      8. References
    2. Chapter 23: Borders and Boundaries: Cross-Cultural Perspectives for OD Practitioners
      1. An Introductory Minicase
      2. Border Crossings
      3. Boundaries
      4. Other Cultural Dimensions: The Issue of Identity
      5. Identity as a Boundary Issue
      6. Context and Communication
      7. Borders, Boundaries, Context, and the Minicase
      8. Borders, Boundaries, and Race
      9. Conclusion
      10. References
    3. Chapter 24: Global OD Practice: The Legacy of Colonialism and Oppression
      1. Understanding National and Regional Cultures
      2. The Legacy of Colonialism: A Legacy of Power Dynamics
      3. Some Experiences of a U.S.-Based Consultant Working Abroad
      4. Internal Historical Contexts: Legacy of a Violent Dictatorship
      5. What OD Practitioners Can Do
      6. Conclusion
      7. References
    4. Chapter 25: Appreciative Inquiry as an Organization Development and Diversity Process
      1. Appreciative Inquiry Pillars
      2. Setting the Stage for Appreciative Inquiry
      3. Phases of the Appreciative Inquiry Process
      4. Implications for OD Practitioners
      5. Conclusion
      6. References
    5. Chapter 26: Developing Multicultural Organizations: An Application of the Multicultural OD Model
      1. The MCOD Change Model: A Diagnostic Lens
      2. The MCOD Change Model: An Assessment Tool
      3. The MCOD Model: A Tool to Develop a Vision of a Multicultural Organization
      4. The MCOD Change Model: A Tool to Take Action
      5. The MCOD Change Model: Final Reflections
      6. References
  11. Part Six: Areas of Focus in Organization Development
    1. Chapter 27: OD Practitioners as Agents of Social Change
      1. Introduction
      2. Interventions for Changing Organizations from the Outside
      3. Implications for OD Practitioners
      4. Some Cautionary Conclusions
      5. References
    2. Chapter 28: The Power of Emotional Intelligence and How to Create Resonance at Work
      1. Teletek and Baked: Illustrating EI and the Power of the Emotional Reality
      2. Leading People: What It Means Today
      3. Emotions: The Heart of Leadership
      4. Emotional Intelligence Competencies: The Key to Resonant Leadership
      5. Resonance, Dissonance, and the Emotional Reality of Groups
      6. Discovering the Emotional Reality of an Organization Through Dynamic Inquiry
      7. Our Hopes for OD Practitioners
      8. Conclusion
      9. References
    3. Chapter 29: Organization Network Dynamics and Analysis
      1. What Are Organization Networks?
      2. Networks and Organization Development
      3. Network Analysis
      4. Value Network Analysis
      5. Moving Forward with Networks
      6. References
    4. Chapter 30: Working with Energy in Organizations
      1. An Energy Primer
      2. The Cycle of Energy (CoE)
      3. Self as Instrument: The Practitioner as an Energetic Being
      4. Conclusion
      5. References
    5. Chapter 31: Learning Systems and Organization Development
      1. Learning and Change, Learning and OD
      2. Fundamental Assumptions of Learning Systems
      3. Summary
      4. References
  12. Part Seven: The Present and Future of Organization Development
    1. Chapter 32: Kurt Lewin: Some Reflections
      1. Life, Contributions, Relevancy
      2. What Would Lewin Say?
      3. References
    2. Chapter 33: A Lewinian Lens on OD’s “Emerging Now”
      1. Both Episodic Change and Continuous Change Processes
      2. Both OD and Change Management
      3. Both Existing Mechanisms and Special OD Interventions
      4. Both Critical Thinking and Strength-Based Practices
      5. References
    3. Chapter 34: The Future of Organization Development in a VUCA World
      1. Introduction
      2. VUCA Defined
      3. The Past
      4. The Future
      5. Moving to VUCA Prime
      6. Reflections
      7. Conclusion
      8. References
  13. About the Editors
  14. About the Contributors
  15. Name Index
  16. Subject Index
  17. End User License Agreement