| The Editors |
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Section 1 The Changing World of Human Resources |
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3 | (6) |
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1 The Role of Organization Development in the Human Resource Function |
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9 | (8) |
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2 Organization Development and Human Resources Management |
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17 | (10) |
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Section 2 Consulting and Partnership Skills |
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27 | (8) |
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Facilitation and the Consulting Process |
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35 | (11) |
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4 Action Research: The Anchor of OD Practice |
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46 | (7) |
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5 The Organization Development Contract |
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53 | (8) |
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6 The Seven Deadly Sins of OD Consulting: Pitfalls to Avoid in the Consulting Practice |
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61 | (5) |
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The Core Skills Needed in Consulting on Process Issues |
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7 Notes Towards a Better Understanding of Process: An Essay |
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66 | (5) |
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8 The Consultant as Process Leader |
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71 | (5) |
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The Client-Consultant Relationship |
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9 Working with the Client-Consultant Relationship: Why Every Step Is an "Intervention" |
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76 | (6) |
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10 Who Owns the OD Effort? |
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82 | (4) |
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11 Unraveling the "Who's Responsible?" Riddle |
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86 | (2) |
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12 Rules of Thumb for Change Agents |
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88 | (6) |
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13 If I Knew Then: An Essay |
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94 | (6) |
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14 Who Is the Client Here?: On Becoming An OD Consultant |
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100 | (2) |
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Partnerships Among the HR Business Partner, Leadership, Staff, and an Internal or External OD Consultant |
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15 An Inner Blueprint for Successful Partnership Development: Putting a Relationship to Work |
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102 | (8) |
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16 Reflections on a Cross-Cultural Partnership in Multicultural Organizational Development Efforts |
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110 | (11) |
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Section 3 Use of Self as an Instrument of Change |
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121 | (6) |
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Use of Self: Our Instrument of Change |
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17 Managing Use of Self for Masterful Professional Practice |
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127 | (10) |
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18 Personal and Organizational Authority: Bringing the Self into a System of Work Relationships |
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137 | (10) |
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The Mental Realities We Build |
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19 Diversity, Inclusion, and the Ladder of Inference |
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147 | (5) |
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20 Mindfulness and Experiential Learning |
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152 | (9) |
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21 Generative Conversations: How to Use Deep Listening and Transforming Talk in Coaching and Consulting |
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161 | (7) |
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22 Diversity and Social Justice: Practices for OD Practitioners |
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168 | (9) |
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23 Racism in the Workplace: OD Practitioners' Role in Change |
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177 | (5) |
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24 Quadrant Behavior Theory: Edging the Center the Potential for Change and Inclusion |
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182 | (9) |
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25 Ethical Leadership and OD Practice |
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191 | (7) |
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26 Diagnosing Covert Processes in Groups and Organizations |
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198 | (11) |
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Section 4 Thinking Systemically and Strategically |
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209 | (9) |
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Systems Thinking: The Connectedness of Everything |
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27 General Systems Theory: What is it? Is There an Application Example for OD? |
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218 | (8) |
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28 Gestalt OSD and Systems Theory: A Perspective on Levels of System and Intervention Choices |
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226 | (8) |
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29 Towards a Behavioral Description of High-Performing Systems |
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234 | (7) |
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An Evolving Understanding of Systems Thinking |
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30 Chaos and Complexity: What Can Science Teach? |
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241 | (9) |
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31 The Postmodern Turn in OD |
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250 | (3) |
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253 | (6) |
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33 Trauma and Healing in Organizations |
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259 | (8) |
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34 Diversity and Inclusion as a Major Culture Change Intervention |
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267 | (8) |
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Organic/Open Systems Models |
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35 Organizational Circulatory Systems: An Inquiry |
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275 | (6) |
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36 Organic Organizational (Org2) Design |
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281 | (13) |
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37 Participative Design: An Overview |
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294 | (8) |
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Complex Adaptive and Dialogic Approaches |
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38 Creating the Complex Adaptive Organization: A Primer on Complex Adaptive Systems |
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302 | (8) |
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39 Incorporating Social Network Analysis into Traditional OD Interventions: A Case Study |
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310 | (10) |
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40 Appreciative Inquiry and Positive Organizational Scholarship: A Philosophy of Practice for Turbulent Times |
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320 | (10) |
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41 Creating Change by Changing the Conversation |
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330 | (11) |
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Section 5 Employee Engagement |
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341 | (4) |
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Working Out: Building Strength Through Employee Engagement |
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42 A Brief and Provocative History of Participation |
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345 | (4) |
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43 Employee Engagement and OD Strategies |
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349 | (8) |
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44 The Identity Effect: How Identity-Based Management Drives Employee Engagement and Business Performance |
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357 | (11) |
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45 Will Employee Engagement Be Hijacked or Reengineered? |
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368 | (7) |
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One Plus One Equals Four Star Performance: Engaging in Collaboration |
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46 The Power of Interactive Collaborative Designs |
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375 | (6) |
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47 Creating a Culture of Collaboration in a City Government |
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381 | (8) |
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Lights, Camera, Action: Close-Ups of Engagement |
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48 Employee-Led Organizational Change: Theory and Practice |
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389 | (7) |
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49 The Politics of Implementation: The Importance of Building Consensus Around Employee Performance Management |
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396 | (6) |
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50 Interest-Based Problem Solving: Foundation of a Labor and Management Partnership |
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402 | (9) |
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Section 6 Change Management |
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411 | (7) |
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Change by Any Other Name: Kinds of Change |
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51 Awake at the Wheel: Moving beyond Change Management to Conscious Leadership |
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418 | (9) |
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52 The Tao of Change Redux |
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427 | (11) |
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53 Improving Change Implementation: Practical Adaptations of Kotter's Model |
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438 | (10) |
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What Now? Understanding Change from the Change Recipient's Viewpoint |
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54 Change from the Employees' Perspective: The Neglected Viewpoint |
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448 | (7) |
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55 Resistance in Organizations: How to Recognize, Understand, and Respond to It |
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455 | (11) |
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56 Appreciative Inquiry: Debunking the Mythology Behind Resistance to Change |
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466 | (7) |
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57 Utilizing States of Organizational Readiness |
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473 | (10) |
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58 Developing Organization Change Champions: A High Payoff Investment! |
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483 | (8) |
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How to Make Them Sit Up and Take Notice: The Successful Change Agent |
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59 The Role of Leadership in the Management of Organizational Transformation and Learning |
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491 | (8) |
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60 Change Mastery, Simplified |
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499 | (8) |
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61 Backcasting: A Systematic Method for Creating a Picture of the Future and How to Get There |
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507 | (11) |
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62 Using Action Learning for Organization Development and Change |
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518 | (10) |
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63 Strategic Change Consulting: How to Leverage Your Work at the Enterprise Level |
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528 | (7) |
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64 The Executive Perspective on Mergers and Acquisitions |
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535 | (8) |
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65 An Appreciative Inquiry Into the Factors of Culture Continuity During Leadership Transition: A Case Study of LeadShare, Canada |
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543 | (10) |
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Section 7 Globalization, Cross-Cultural Interaction, and Virtual Working Arrangements |
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553 | (5) |
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Creating Global Glue and Alignment |
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66 Global Glue and the Case Study of Fonterra |
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558 | (5) |
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67 Organizational Developments Role When Going Global |
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563 | (6) |
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68 Implementing a Global Corporate Strategy: The Role of Organization Development |
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569 | (6) |
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69 Socio-Economic Approach to Management: A Successful Systemic Approach to Organizational Change |
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575 | (7) |
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70 Business as an Agent of World Benefit: A Worldwide Action Research Project Using Appreciative Inquiry |
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582 | (8) |
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71 Leadership Connectivity: Building Global Partnerships |
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590 | (7) |
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72 Global Leadership: A Virgin Landscape for OD Practitioners in the Vanguard |
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597 | (8) |
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73 The Core Value of OD Revisited: A Compass for Global and International Organizational Development |
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605 | (7) |
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74 OD: Dancing in the Global Context |
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612 | (7) |
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Community and Sustainability |
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75 Organization as Community: What We have to Learn from the Maasai about OD |
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619 | (5) |
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Kakuta Ole Ole Maimai Hamisi |
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76 Creating High Impact Organizations in the SADC: Adapting OD Methods and Practices |
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624 | (8) |
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Communication in Global Enterprises |
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77 Addressing the Global Virtual Competency Gap |
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632 | (3) |
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78 OD 2.0: Shifting from Disruptive to Innovative Technology |
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635 | (8) |
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| About the Contributors |
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643 | (10) |
| Index |
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