Organization Development A Jossey Bass Reader 1st Edition by Joan Gallos, Edgar Schein 07879842649780787984267

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ISBN 10: 0787984264

ISBN 13: 9780787984267

Author: Joan V. Gallos; Edgar H. Schein

Academics and students in organization development, organizational behavior, leadership, and organization theory courses; trainers; consultants, facilitators, and HR professionals..

Organization Development A Jossey Bass Reader 1st Table of contents:

PART ONE: The OD Field: Setting the Context, Understanding the Legacy

CHAPTER ONE: What Is Organization Development?

SOME OPERATIONAL GOALS IN AN ORGANIZATION-DEVELOPMENT EFFORT

SOME CHARACTERISTICS OF ORGANIZATION-DEVELOPMENT EFFORTS

KINDS OF ORGANIZATION CONDITIONS THAT CALL FOR OD EFFORTS

CHAPTER TWO: Where Did OD Come From?

SENSITIVITY TRAINING

SOCIOTECHNICAL SYSTEMS

SURVEY FEEDBACK

THEORETICAL ROOTS

INDIVIDUAL PERSPECTIVE

GROUP PERSPECTIVE

TOTAL SYSTEM PERSPECTIVE

SUMMARY

CHAPTER THREE: Revolutions in OD: The New and the New, New Things

BACK TO THE FUTURE: OD AT BEN & JERRY’S

OLD-FASHIONED AND NEWFANGLED OD

EVOLUTION VERSUS REVOLUTION IN OD

NEW THEORY: FROM CHANGE TO TRANSFORMATION

NEW PROCESSES: FROM PROBLEMS TO POSSIBILITIES

NEW ROLES: FROM CLIENTS TO COCREATORS

NEW APPLICATIONS: FROM SELF TO SYSTEM

NEW, NEW THEORY: COMPLEX ADAPTIVE SYSTEMS

NEW, NEW PROCESS: OD AS ART

NEW, NEW PROCESS: OD AS SPIRIT

NEW, NEW PURPOSE: A BETTER WORLD

SOURCING THE NEW IN OD

CHAPTER FOUR: Theories and Practices of Organizational Development

ORGANIZATION DEVELOPMENT TODAY, NOT YESTERDAY

THE CONCEPTUAL KNOWLEDGE OF ORGANIZATIONAL DEVELOPMENT

THE CONNECTION BETWEEN IMPLEMENTATION THEORIES AND CHANGE PROCESS THEORIES

THE DIVIDE BETWEEN IMPLEMENTATION THEORIES AND CHANGE PROCESS THEORIES

STRATEGIES FOR OVERCOMING BARRIERS TO KNOWLEDGE TRANSFER

CONCLUSION

PART TWO: The OD Core: Understanding and Managing Planned Change

CHAPTER FIVE: Kurt Lewin and the Planned Approach to Change: A Reappraisal

LEWIN’S BACKGROUND

LEWIN’S WORK

LEWIN AND CHANGE: A SUMMARY

NEWER PERSPECTIVES ON CHANGE

LEWIN’S WORK: CRITICISMS AND RESPONSES

CONCLUSION

CHAPTER SIX: Effective Intervention Activity

CONDITIONS FACED BY AN INTERVENTIONIST

MARGINALITY

PERPETUAL CLIENT MISTRUST

MINIMAL FEEDBACK ABOUT EFFECTIVENESS

OPEN AND CLOSED CLIENT SYSTEMS

OPEN AND CLOSED SYSTEMS ARE NOT DICHOTOMOUS

INTERVENTIONS TO TEST FOR THE DEGREE OF OPENNESS TO LEARNING

UNILATERAL OR COLLABORATIVE DIAGNOSIS

CONFIDENCE IN OWN INTERVENTION PHILOSOPHY

ACCURATE PERCEPTION OF STRESSFUL REALITY

ACCEPTANCE OF THE CLIENT’S ATTACKS AND MISTRUST

TRUST IN OWN EXPERIENCE OF REALITY

INVESTING STRESSFUL ENVIRONMENTS WITH GROWTH EXPERIENCE

CHAPTER SEVEN: Action Research: Rethinking Lewin

DEVELOPMENT AND DEFINITIONS OF ACTION RESEARCH

THE PROCESS OF ACTION RESEARCH

LEWIN’S MODEL IN ACTION, PART I: THE CASE OF TWO ACTION RESEARCH PROJECTS

LEWIN’S MODEL IN ACTION, PART II: THE CASE OF THE MANUFACTURING MANAGER

CONCLUSION

CHAPTER EIGHT: Action Learning and Action Science: Are They Different?

ARE THEY DIFFERENT?

CONCLUSION

CHAPTER NINE: Toward a Theory of Positive Organizational Change

THE FIELD OF ORGANIZATIONAL DEVELOPMENT AND CHANGE

A THEORY OF POSITIVE ORGANIZATIONAL CHANGE

THE STAGES OF POSITIVE ORGANIZATIONAL CHANGE

FROM THE LOCAL TO THE WHOLE

CHAPTER TEN: Leading Change: Why Transformation Efforts Fail

ERROR #1: NOT ESTABLISHING A GREAT ENOUGH SENSE OF URGENCY

ERROR #2: NOT CREATING A POWERFUL ENOUGH GUIDING COALITION

ERROR #3: LACKING A VISION

ERROR #4: UNDERCOMMUNICATING THE VISION BY A FACTOR OF TEN

ERROR #5: NOT REMOVING OBSTACLES TO THE NEW VISION

ERROR #6: NOT SYSTEMATICALLY PLANNING FOR AND CREATING SHORT-TERM WINS

ERROR #7: DECLARING VICTORY TOO SOON

ERROR #8: NOT ANCHORING CHANGES IN THE CORPORATION’S CULTURE

CHAPTER ELEVEN: The Congruence Model of Change

SOME BASIC ORGANIZATIONAL COMPONENTS

THE OPERATING ORGANIZATION

THE CONCEPT OF FIT

PRINCIPLES IMPLIED BY THE MODEL

PART THREE: The OD Process: Diagnosis, Intervention, and Levels of Engagement

CHAPTER TWELVE: Teaching Smart People How to Learn

HOW PROFESSIONALS AVOID LEARNING

DEFENSIVE REASONING AND THE DOOM LOOP

LEARNING HOW TO REASON PRODUCTIVELY

CHAPTER THIRTEEN: Facilitative Process Interventions: Task Processes in Groups

TASK CONTENT—AGENDA MANAGEMENT (CELL 2)

TASK PROCESS—GETTING THE WORK DONE EFFECTIVELY (CELL 5)

GROUP PROBLEM SOLVING AND DECISION MAKING

CYCLE 1: DECIDING WHAT TO DO

GROUP DECISION-MAKING METHODS

CYCLE 2. ACTING, EVALUATING, AND REFORMULATING

SUMMARY OF PROBLEM SOLVING AND DECISION MAKING

CHOOSING AN INTERVENTION FOCUS

WHAT ABOUT “TASK STRUCTURE?” (CELL 8)

CHAPTER FOURTEEN: Large Group Interventions and Dynamics

THE TAVISTOCK TRADITION

SYSTEMS THEORY

THE 1980S

METHODS FOR GETTING THE WHOLE SYSTEM INTO THE ROOM

LARGE GROUP DYNAMICS

THE DILEMMA OF VOICE

THE DILEMMA OF STRUCTURE IN LARGE GROUPS

THE EGOCENTRIC DILEMMA

THE CONTAGION OF AFFECT

CHAPTER FIFTEEN: Understanding the Power of Position: A Diagnostic Model

ON AUTOMATIC PILOT: SEEING SYSTEMS AS THEY USUALLY ARE

THE VISION: ROBUST HUMAN SYSTEMS

MOVING FROM REFLEXIVITY TO ROBUSTNESS

CHAPTER SIXTEEN: Reframing Complexity: A Four-Dimensional Approach to Organizational Diagnosis, Development, and Change

SORTING COMPLEXITY: LEVERAGING THE PLURALISM IN ORGANIZATIONAL THEORY

A FOUR-DIMENSIONAL DIAGNOSTIC MODEL: ISSUES, CHOICE POINTS, AND AREAS OF FOCUS

REFRAMING: USING AND TEACHING REFLECTION AND COGNITIVE ELASTICITY

OD AND THE FOUR FRAMES: MEANING AND METHOD

APPROACHING PLANNED CHANGE: THE PARADOX OF THE SPECIALIST AND THE GENERALIST

IN CLOSING: A MULTIFRAME FUTURE FOR OD

PART FOUR: OD Consulting: Leading Change from the Outside

CHAPTER SEVENTEEN: Masterful Consulting

SAVIOR AND PROBLEM SOLVER

EMPOWERING PARTNER

THE THREE STRATEGIES ARE AN INTEGRATED WHOLE

THE LIFELONG JOURNEY TOWARD MASTERY

CHAPTER EIGHTEEN: Flawless Consulting

BEING AUTHENTIC

COMLETING THE REQUIREMENTS OF EACH PHASE

RESULTS

CHAPTER NINETEEN: The Organization Development Contract

WHAT EACH EXPECTS

STRUCTURING THE RELATIONSHIP: TIME AND MONEY

GROUND RULES

FIRST MEETING

STRUCTURING THE RELATIONSHIP

CHAPTER TWENTY: The Facilitator and Other Facilitative Roles

CHOOSING A FACILITATIVE ROLE

THE CORE VALUES OF THE SKILLED FACILITATOR APPROACH

THE ROLE OF THE FACILITATOR

BASIC AND DEVELOPMENTAL FACILITATION

THE GROUP IS THE CLIENT

LEAVING THE ROLE OF FACILITATOR

CHAPTER TWENTY-ONE: The Right Coach

WHAT IS COACHING?

ENSURING FIT

PART FIVE: OD Leadership: Fostering Change from the Inside

CHAPTER TWENTY-TWO: Reframing Change: Training, Realigning, Negotiating, Grieving, and Moving On

A COMMON CHANGE SCENARIO

CHANGE AND TRAINING

CHANGE AND REALIGNMENT

CHANGE AND CONFLICT

CHANGE AND LOSS

CHANGE STRATEGY

TEAM ZEBRA

CONCLUSION

CHAPTER TWENTY-THREE: What Constitutes an Effective Internal Consultant?

THE KEY PLAYERS

THE BASIC DYNAMICS

THE NATURE OF THE WORK

TAKING THE ROLE OF A PEER

PROACTIVE VERSUS REACTIVE ADVICE

CHAPTER TWENTY-FOUR: Reversing the Lens: Dealing with Different Styles When You Are the Boss

DEFERENCE AND CONFLICT AT FORD

WORKING WITH MANAGERS OF VARIOUS STYLES

THE BOSS’S ROLE IN DEVELOPING FLEXIBILITY IN SUBORDINATE STYLE

CHAPTER TWENTY-FIVE: Relations with Superiors: The Challenge of “Managing” a Boss

CHAPTER TWENTY-SIX: Enlist Others

LISTEN DEEPLY TO OTHERS

DISCOVER AND APPEAL TO A COMMON PURPOSE

GIVE LIFE TO A VISION

ENLIST OTHERS IN A COMMON VISION BY APPEALING TO SHARED ASPIRATIONS

PART SIX: OD Focus: Organizational Intervention Targets

CHAPTER TWENTY-SEVEN: Business Strategy: Creating the Winning Formula

THE OLD WAY: FORMAL STRATEGIC PLANNING

THE MISSION STATEMENT: WHAT ARE OUR GOALS?

VALUES AND STRATEGY: HOW DO WE DO WHAT WE DO?

THE BOTTOM LINE: PUTTING MISSION AND VALUES STATEMENTS TO WORK

CORE COMPETENCIES AND STRATEGY

ORGANIZATIONAL CAPABILITIES AND STRATEGY

CREATING A SUCCESSFUL STRATEGY: THE ROLE OF LEADERSHIP

KEYS TO DEVELOPING AN EFFECTIVE STRATEGY

CHAPTER TWENTY-EIGHT: Matching Strategy and Structure

THE DIMENSIONS OF STRUCTURE

CHOOSING STRUCTURES

CHAPTER TWENTY-NINE: Designing Work: Structure and Process for Learning and Self-Control

IMPLEMENTING NEW WORK DESIGNS

CHAPTER THIRTY: Making It Happen: Turning Workplace Vision into Reality

ASPECTS OF WORK-SETTING DESIGN

PROCESSES FOR MAKING AND MANAGING WORKPLACES

DEALING WITH ORGANIZATIONAL CULTURE

LEADERSHIP ROLES AND CONTINUOUS LEARNING

CREATING NEW PLACES VERSUS RENOVATING EXISTING FACILITIES

CHAPTER THIRTY-ONE: So How Can You Assess Your Corporate Culture?

SHOULD YOU USE A SURVEY?

WHY CULTURE SURVEYS DO NOT AND CANNOT MEASURE CULTURE

HOW TO GET AT YOUR OWN CULTURE

DECIPHERING YOUR COMPANY’S CULTURE: A FOUR-HOUR EXERCISE

DO YOU NEED AN OUTSIDE CONSULTANT TO DO THE ASSESSMENT?

THE BOTTOM LINE

CHAPTER THIRTY-TWO: What Makes People Effective?

THE CAUSES OF PERFORMANCE

PEOPLE AND MOTIVATION

WHAT MAKES A REWARD ATTRACTIVE?

WHY NOT JUST ASK?

WHAT DETERMINES SATISFACTION

HOW TO MAKE REWARDS MOTIVATE PERFORMANCE

BECOMING AN OBSERVER OF BEHAVIOR

THE IMPACT OF GOALS ON MOTIVATION

JOB SATISFACTION AND PERFORMANCE

THE IMPORTANCE OF SATISFACTION

A RECAP OF REWARDS

ABILITY: THE OTHER HALF OF PERFORMANCE EFFECTIVENESS

THE RIGHT PEOPLE

CHAPTER THIRTY-THREE: What Makes a Team Effective or Ineffective?

THE INEFFECTIVE TEAM

SIGNS OF TROUBLE

BUILDING YOUR TEAM

CHAPTER THIRTY-FOUR: Developing the Individual Leader

A TYPICAL DESIGN

BEST PRACTICES FOR EFFECTIVE PROGRAMS IN INDIVIDUAL DEVELOPMENT

PART SEVEN: OD Purpose and Possibilities: Seeing the Forest for the Trees

CHAPTER THIRTY-FIVE: Creating a Community of Leaders

BRINGING LIFE TO MISSION

BUILDING A LEADERSHIP COMMUNITY

BUILDING COMMUNITY THROUGH LEARNING JOURNEYS

BRINGING MISSION TO LIFE

SELECTED BIBLIOGRAPHY

CHAPTER THIRTY-SIX: Designing High-Performance Work Systems: Organizing People, Work, Technology, and Information

HISTORICAL PERSPECTIVE

DEFINITION

DESIGN PRINCIPLES

PERFORMANCE

DESIGN PROCESS

OTHER ORGANIZATIONAL IMPROVEMENT STRATEGIES

CHAPTER THIRTY-SEVEN: Diversity as Strategy

CONSTRUCTIVE DISRUPTION

PILLARS OF CHANGE

CHAPTER THIRTY-EIGHT: The Leader’s New Work: Building Learning Organizations

ADAPTIVE LEARNING AND GENERATIVE LEARNING

THE LEADER’S NEW WORK

CREATIVE TENSION: THE INTEGRATING PRINCIPLE

NEW ROLES

NEW SKILLS

NEW TOOLS

DEVELOPING LEADERS AND LEARNING ORGANIZATIONS

CHAPTER THIRTY-NINE: Compassion in Organizational Life

PAIN AND COMPASSION AT WORK

ELEMENTS OF COMPASSION

COMPASSION AND RELATED PROCESSES

ORGANIZATIONAL COMPASSION

DYNAMICS OF ORGANIZATIONAL COMPASSION

LOOKING FORWARD: POSITIVE ORGANIZATIONAL SCHOLARSHIP RESEARCH IN THE FUTURE

CHAPTER FORTY: Generating Simultaneous Personal, Team, and Organization Development

PERSONAL, INTERPERSONAL, AND ORGANIZATION DEVELOPMENT

CASE STUDY: AN ALCHEMIST CONSULTANT IN AN EARLY ACTION-LOGIC SOFTWARE COMPANY

FIFTEEN YEARS LATER: ANOTHER ILLUSTRATIVE CASE

DISCUSSION

PART EIGHT: OD and the Future: Embracing Change and New Directions

CHAPTER FORTY-ONE: Emerging Directions: Is There a New OD?

CLASSICAL ORGANIZATION DEVELOPMENT

THE NEW ORGANIZATION DEVELOPMENT

IMPLICATIONS

A CONCLUDING COMMENT

CHAPTER FORTY-TWO: The Future of OD?

HOW OD NEEDS TO CHANGE

WHAT OD COULD BECOME

WILL THE PROMISE BE ACHIEVED?

CHAPTER FORTY-THREE: From Cells to Communities: Deconstructing and Reconstructing the Organization

THE WALLS OF THE PAST: DIVISIONAL DOTCOMBAT

THE DANGER OF NEW WALLS: NEWSTREAMS VERSUS MAINSTREAMS

CLIMBING OVER THE WALLS

FROM “KNOWING TOGETHER” TO WORKING TOGETHER

THE ROUTE TO E-BUSINESS LEADERSHIP: CONNECTING “ONE IBM”

CONSTRUCTING COMMUNITY

CHAPTER FORTY-FOUR: Actions for Global Learners, Launchers, and Leaders

FROM GLOBAL LEARNER TO GLOBAL LAUNCHER

GLOBAL LAUNCHERS TO GLOBAL LEADERS

THE GLOBAL VILLAGE OF TOMORROW

CHAPTER FORTY-FIVE: Knowledge-Worker Productivity: The Biggest Challenge

THE PRODUCTIVITY OF THE MANUAL WORKER

THE PRINCIPLES OF MANUAL-WORK PRODUCTIVITY

THE FUTURE OF MANUAL-WORKER PRODUCTIVITY

WHAT WE KNOW ABOUT KNOWLEDGE-WORKER PRODUCTIVITY

THE KNOWLEDGE WORKER AS CAPITAL ASSET

THE TECHNOLOGISTS

KNOWLEDGE WORK AS A SYSTEM

HOW TO BEGIN?

THE GOVERNANCE OF THE CORPORATION

CHAPTER FORTY-SIX: Beyond Greening: Strategies for a Sustainable World

WORLDS IN COLLISION

STRATEGIES FOR A SUSTAINABLE WORLD

SUSTAINABILITY VISION

CHAPTER FORTY-SEVEN: The Healthy Organization

PROFILE OF A HEALTHY ORGANIZATION

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