This edited volume highlights the use and practice of values in Organization Development (OD). It addresses how those values have changed over time, how they are expressed in ODs approach to consulting, the process of making value-based decisions, and how to deal with value dilemmas and value conflicts. OD scholars and practitioners will learn about the balance of values in practice, particularly as the business outcomes may overtake positive humanistic concerns given intense pressures to enhance organizational productivity year over year.
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1 Enacting Values-Based Change: Organization Development in Action |
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1 | (8) |
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Section 1 OD Values in Practice |
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9 | (74) |
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2 Deconstructing OD: A Closer Look at the Emergence of OD Values and Their Impact on the Field |
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13 | (8) |
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3 A Look in the Mirror: Current Research Findings on the Values and Practice of OD |
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21 | (22) |
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4 Tell Me a Story: Exploring Values in Practice in the Field of Organization Development |
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43 | (30) |
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5 What Is Happening with Values in Organization Development? |
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73 | (10) |
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Section 2 Organizational Change |
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83 | (54) |
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6 Valuing Both the Journey and the Destination in Organization Development |
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87 | (12) |
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7 Values in the Application of OD to Mergers and Acquisitions |
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99 | (16) |
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8 Organization Development and Talent Management: Beyond the Triple Bottom-Line |
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115 | (8) |
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9 An Integrative Framework for Responsible Leadership Practice |
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123 | (14) |
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Section 3 Diversity, Inclusion, and Social Change |
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137 | (52) |
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10 Playing the Long Game in a Short-Term World: Consequences and Strategies for Racial Justice Work |
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139 | (18) |
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11 Incorporating Diversity and Inclusion as Core Values in Organization Development Practice |
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157 | (12) |
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12 Practicing OD for Social Justice |
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169 | (20) |
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Section 4 Values Conflicts |
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189 | (106) |
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13 Making Value-Based Decisions and Dealing with Value Dilemma and Conflict While Working on OD in a Global Context |
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191 | (48) |
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14 Organization Development in Action: Values-Based Coaching |
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239 | (26) |
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15 Organization Development and Talent Management: Divergent Sides of the Same Values Equation |
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265 | (30) |
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| Index |
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295 | |
David W. Jamieson is Professor & Department Chair of Organization Learning & Development at the University of St. Thomas, USA. He serves as Associate Editor for the Reflections on Experience Section of the Journal of Management Inquiry. Allan H. Church is the Senior Vice President of Global Talent Assessment and Development at PepsiCo. He serves as an Adjunct Professor at Columbia University, Associate Editor of the Journal of Applied Behavioral Science, and is on the Board of Directors of HR People & Strategy the Executive Network of SHRM. John D. Vogelsang is the Director of the Michael Harrington Center for Democratic Values and Social Change, Queens College, USA. Since 2009, he has served as the Editor-in-Chief of the OD Practitioner, the quarterly journal of the Organization Development Network.
