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• Cover
• Title Page
• Copyright
• Introduction
• (1) The Rise of Individual Work
• (2) Increasing Diversity in the Workplace
• (3) Decreasing Discussion Time as an Effect of Optimization and Work‐style Reform
• Prologue: Problems Keep Happening Yet the Workplace Stays the Same
• Story 1: The Unchanging Workplace
• 1 The Human Side of Workplaces and Organizations
• The Hard and Soft Sides of an Organization
• Why Managing the Human Side Is Important
• 2 Technical Problems and Adaptive Challenges
• There Are Two Sides to a Problem
• Common Leader and Manager Mistakes
• 3 Adaptive Challenges and Organization Development
• Problems in the Human Side Include Adaptive Challenges
• Part 1: What Is Organization Development?
• Story 2: Meeting a Supporter of Organization Development
• 2‐1 What Exactly Is Organization Development?
• Organization Development Is a “Label”
• Defining Organization Development
• 2‐2 Steps in Organization Development
• How to Deal with Adaptive Challenges
• The Three Steps in Organization Development
• Organization Development Step 1: Seeing the Problem
• Organization Development Step 2: Serious Discussion
• Organization Development Step 3: Building a Future
• 2‐3 What Exactly Is a Discussion?
• Discussion Means Two‐way Communication Where Meaning Is Conveyed
• The Four Levels of Two‐way Communication
• Level 1: Polite Conversation
• Level 2: Debate
• Level 3: Introspective Discussion
• Level 4: Productive Discussion
• Discussion Levels and the Three Steps of Organization Development
• Part 2: The Core Team as an Agent of Change
• Story 3: Building a Core Team
• 3‐1 The Importance of Trying to See What You Can’t See
• The Difficulty of Trying to Understand the Feelings of Someone Before You
• What Is Needed to See the Human Side?
• 3‐2 The Core Team to Propel Change
• Propelling and Suppressing Change
• A Core Team to Increasingly Propel Change
• 3‐3 Propelling Organization Development
• Roles Needed Besides the Core Team
• Transformation Leader
• Organization Development Supporter
• Sponsor
• 3‐4 Process Consultation—How Do Supporters Support Organization Development?
• The Three Styles of Support
• The Specialist Style: Teaching Solution Strategies and Giving Information
• Doctor‐Patient Style: Diagnosis and Prescription
• Process Consultation Style: Participatory Support
• An Example of Process Consultation Support
• Building a Support Relationship as a Participant
• Part 3: From Individual Work to Cooperation
• Story 4: Toward Being Able to Teach Each Other
• 4‐1 Moving from Individual Work to Cooperation
• Why Work Is Being Done Individually
• The Shortcomings of Individual Work
• From Individual to Cooperative Work
• 4‐2 Expanding Organization Development
• Structured and Unstructured Organization Development
• Increasing the Power of the Core Team to Transform Itself
• 4‐3 Dealing with Resistance to Change
• Resistance to Change Is Healthy
• Dealing with Negative Reactions
• Building Successful Experiences through Small Attempts
• Part 4: Changing the Individual Mindset
• Story 5: Outgrowing Focus on Individual Work and Achievements
• 5‐1 Differences in Mindsets
• The Achievement Mindset Dominates Businesses
• Moving from the Achievement Mindset to the Organization Development Mindset
• 5‐2 Discussion with People You’re in Conflict with
• The Pattern in Connections That Don’t Go Well
• Discussing and Building a Cooperative Relationship with People You’re in Conflict with
• Using Appreciative Inquiry (AI) in Discussions
• Part 5: Deepening and Expansion throughout the Organization as a Whole
• Story 6: From Confrontation to Cooperation
• 6‐1 Implementing Cooperation within a Group
• How Conflicts and Confrontation Are Born in a Group
• The Mindset Needed in Building Cooperative Relationships within a Group
• 6‐2 The Growth and Development of an Organization or Workplace
• What Is Self‐organization?
• Deepening Organization Development and the Growth and Development of an Organization or Workplace
• Constant Discussion and Pursuit
• Epilogue: What Does It Mean for an Organization to Change?
• Afterword
• References
• About the Author
• End User License Agreement