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• Title Page
• Copyright
• Dedication
• List of Figures, Tables, and Exhibits
• Acknowledgments
• Foreword
• Organization Development: Transforming the Whole Organization to Thrive, Perform, Achieve Goals, and Grow Sustainably
• Introduction: Getting the Most from This Book
• The Audience for the Book
• The Purpose and Objectives of the Book
• References
• Part One: Foundations
• Chapter One: Organization Development, Transformation, and Change
• What Are Organization Development, Transformation, and Change?
• Why Care About OD and Change?
• What Special Terms Are Used in Organization Development?
• What Is Systems Thinking and Why Is It Important?
• What Are the Philosophical Foundations of Organization Development, and Why Are They Important?
• Summary
• Resources
• References
• Chapter Two: The Origins of Organization Development
• Kurt Lewin—The Grandfather of Organization Development (1939)
• Wilfred Bion—The Tavistock Method
• Douglas McGregor—Theory X and Theory Y
• What Is Different about Organization Development?
• Who Named Organization Development?
• The Origins of Organization Development Timeline
• Summary
• Resources
• References
• Chapter Three: Change Process and Models
• An Overview of Key Models for Organizational Change
• The Evolving View of the Action Research Model
• New Action Research Change Model: Perpetual and Instantaneous Positive Change
• Organization Development Effectiveness Model
• Summary
• Resources
• References
• Chapter Four: Organization Development and Transformation: What It Takes
• How Organization Transformation Emerged
• Three Types of Change
• Requirements for Transformation to Succeed
• Implications for the Organization Development Practitioner
• Summary
• Resource
• Articles
• References
• Chapter Five: Transformational Leadership Development
• Understanding Transformational Leadership
• Transformational Leadership Development—Two Components
• Transformation in a Dynamic Environment
• Creating Self-Awareness
• Know Thyself
• The Self-Assessment Process
• Summary
• Resources
• References
• Chapter Six: Appreciative Inquiry: Organization Development and the Strengths Revolution
• Defining Appreciative Inquiry
• Brief History of Appreciative Inquiry
• Appreciative Inquiry Principles
• The Appreciative Inquiry 5-D Cycle
• Appreciative Inquiry and the Organization Development Strengths Revolution
• Summary
• Resources
• References
• Chapter Seven: Competencies for Success
• Competencies as Competitive Advantage
• Developing a Competency Framework
• Professionalization: Case Examples
• Current State of Competencies for the Field of Organization Development
• Summary
• Resources
• References
• Part Two: Organization Development Process to Guide Transformation and Change
• Chapter Eight: Entry: Marketing and Positioning Organization Development
• Determining Your Value Proposition
• Identifying and Reaching the Economic Buyer
• Establishing the Routes to the Economic Buyer
• Establishing Conceptual Agreement
• Creating Proposals That Close Business
• Summary
• Resources
• Chapter Nine: Front-End Work: Engaging the Client System
• The Essence of the Front End
• Identifying the Client(s) and Sponsor(s)
• Becoming Oriented to the Client’s World
• Establishing the Consultant’s Competence and Credibility
• Developing an Open, Trusting, and Aligned Relationship
• Completing a Preliminary Diagnostic Scan
• Contracting the Work, Working Relationships, and Exchange
• Introducing the Engagement to the Organization
• Summary
• Resources
• References
• Chapter Ten: Launch: Assessment, Action Planning, and Implementation
• The Purpose of Launch
• Developing a Launch Philosophy
• What It Takes to Build Successful Organizations
• Considerations in Applying the Launch Phase of Organization Development to Changing Times
• Assessment
• Action Planning
• Implementation
• Summary
• Resources
• References
• Chapter Eleven: Evaluating Organizational Transformation: A Situational Approach
• Defining and Differentiating Change
• The Challenge of Evaluation
• Paradox of Competing Demands
• Levels of Evaluation
• Choosing an Evaluation Strategy
• Case Example: A Technology Firm
• Summary
• Resources
• References
• Chapter Twelve: Measurement to Determine the Return on Change Management
• Multi-layered, Holistic Measurement
• History of Measurement
• Change Measurement Framework
• Change Measurement Scorecard
• A Case Application of Change Measurement Scorecard
• Summary
• Resources
• References
• Chapter Thirteen: Closure: Mobilizing Energy to Sustain an Agile Organization
• Case Example
• The Planned Closure Process
• Mobilizing Energy
• Reflecting Supports Agility
• Attend to Closing Throughout an Organization Development Intervention
• Guidelines for the Closing Process
• Healthy Closure
• Determining Next Steps
• Summary
• Resources
• References
• Chapter Fourteen: Taking Culture Seriously in Organization Development
• What Is Culture and How Does It Work?
• Dialogic and Diagnostic Organization Development
• Diagnosis and Intervention
• The U.S. Culture of Doing and Measuring
• What Is Organization Development’s Model of Organizational Functioning?
• Summary
• Resource
• References
• Part Three: Levels and Types of Change
• Chapter Fifteen: Individual Development in Organization Development: Making Change Stick
• Coaching Steps for Behavior Change Process
• Case Study
• Coaching Teams for Behavior Change
• Summary
• Resources
• Chapter Sixteen: Leading Innovative Teams
• Examining the Team Leader
• Create a Safe Space for Others to Innovate
• Building a Team with Complementary Skills and Expertise
• Team Processes That Encourage Innovation
• Summary
• Resources
• References
• Chapter Seventeen: Transformation and Change in Large Systems
• Defining Transformation and Change in Large Systems
• Interventions in Internal-Design Components
• Summary
• Resources
• References
• Chapter Eighteen: SOAR: Building Strategic Capacity
• Strategy—A Historical Perspective
• Linking Strategy and Organization Development
• SOAR
• SOAR: A Positive Transformation
• Summary
• Resources
• References
• Part Four: Special Issues in Organization Development, Transformation, and Change
• Chapter Nineteen: Sustainability and Transformational Work: What Should Business Do?
• Consideration 1: Move from a Preplanned to an Emergent Process
• Consideration 2: Harvest the Low-Hanging Fruit
• Consideration 3: Develop New Competencies for New Challenges
• Summary
• Resources
• References
• Chapter Twenty: Organization Design that Transforms
• The Relationship of Organization Design to Organization Development
• Key Concepts in Organization Design
• The Assessment
• Design Criteria
• Summary
• Resources
• References
• Chapter Twenty-One: Mergers and Acquisitions: Still Crazy After All These Years
• The M&A Process
• Recent Developments in M&A Practice
• Summary
• Resource
• References
• Chapter Twenty-Two: Exploring the Relationship between Organization Development and Change Management
• What Is Organization Development?
• What Is Change Management?
• The Relationship of Organization Development and Change Management
• Example: A Merger
• Summary
• Resources
• References
• Chapter 23: Positive Organizational Change: What the Field of Positive Organizational Scholarship Offers to Organization Development Practitioners
• Positive Organizational Scholarship
• A Positive Organizational Scholarship Framework
• A Positive Organizational Scholarship Lens in the Practice of Organization Development
• The Application of Positive Organizational Scholarship in Organization Development
• Summary
• Resources
• References
• Chapter Twenty-Four: Positive Organizational Ethics: Adult Moral Development in the Workplace
• Principled Performance
• Ethics as a Practice
• Techniques for Ethical Development
• Summary
• Resources
• References
• Chapter Twenty-Five: The Classic T-Group
• T-Group Defined and Explained
• Key Principles of T-Group Participation
• T-Group: Content and Process
• The Role and Skills of the T-Group Trainer
• What Participants Say About T-Groups
• The Past, Present, and Future of T-Groups
• Summary
• Resources
• References
• Chapter Twenty-Six: Leveraging Diversity and Inclusion for Performance
• The Essential Choice in Every Interaction: To Judge or to Join?
• Enhancing Interactions with the 4 Keys
• Three Strategies for Creating the Change
• Summary
• Resources
• References
• Chapter Twenty-Seven: The Global Organization Development Professional
• Critical Issues and Their Influence on Global Organization Development
• The Role of Culture in Global Organization Development
• Summary
• Resource
• References
• Chapter Twenty-Eight: The Convergence of Organization Development and Human Resource Management
• The Growing Convergence of Human Resource Management and Organization Development
• A Conceptual View of Human Resource Management
• A Conceptual View of Organization Development
• Organization Development and Human Resource Management: Similarities and Differences
• Present and Future Challenges in Human Resource Management and Organization Development
• Summary
• Resources
• References
• Chapter Twenty-Nine: Constructive Use of Power for Organization Development Practitioners
• What Is Power and Politics?
• Why Power Relates to Organization Development
• The Concept of Power Bases and Power Strategies
• Power Strategies
• How to Increase Power and Influence to Achieve Impact
• Summary
• Resources
• References
• Chapter Thirty: Beyond Social Networks: The Über Connection
• Segmentary Systems
• Summary
• Resources
• References
• Part Five: The Future of Organization Development: Embracing Transformation and New Directions for Change
• Chapter Thirty-One: The Dialogic Organization Development Approach to Transformation and Change
• Eight Key Premises of Dialogic Organization Development
• The Core Processes of Transformational Change in Dialogic Organization Development
• What Do Dialogic Organization Development Practitioners Do?
• Summary
• Resources
• References
• Chapter Thirty-Two: The Future of Organization Development, Transformation, and Change
• The Five Emerging Trends
• Summary
• Resources
• References
• Chapter Thirty-Three: Authors’ Insights on Important Organization Development Issues
• The Relevancy and Future of Organization Development
• The Most Important OD Concepts That Should Be Taught to Leaders and Students
• The Keys to Successful Organization Development
• The Most Important Competencies OD Practitioners Should Have
• Favorite Tasks for Generating Important Information
• Lessons Learned in Practicing Global Organization Development
• The Greatest Challenges OD Practitioners Face
• Summary
• About the Editors
• About the Contributors
• Index
• End User License Agreement