Organization Development: A Jossey-Bass Reader
- 20h 49m
- Joan V. Gallos (ed)
- John Wiley & Sons (US)
- 2006
Organization Development is a one-stop guide to the world of planned change. Organization development has a powerful and influential heritage, solid core, evolving applications and approaches, and a vital role to play in today's global, fast-paced world of constant change. This volume immerses readers deeply in organization development's power and possibilities.
Newcomers to the field can read the book cover to cover and explore organization development's foundation, scope, focus, purpose, and methods. Experienced consultants and change agents will find chapters that capture best thinking on key topics--resources for fine-tuning skills, learning about intervention options, envisioning organization development's future, or reflecting on the larger issues in growth and change. Leaders and managers will find the resources they need to understand the route to organizational health and effectiveness, and to develop, launch, and nourish successful change efforts.
This is the third book in the Jossey-Bass Reader series. The collection of chapters will introduce you to the key thinkers and contributors in organization development including Ed Lawler, Peter Senge, Chris Argyris, Richard Hackman, Jay Galbraith, Cooperrider, Rosabeth Moss Kanter, Bolman & Deal, Kouzes & Posner, and Ed Schein, among others. The editor's interludes and organization of the book will help you appreciate the foundations and the growth of OD as a field and as a method of planned change.
About the Editor
Joan V. Gallos is professor of leadership at the Henry W. Bloch School of Business and Public Administration at the University of Missouri-Kansas City.
In this Book
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Foreword—Observations on the State of Organization Development
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Introduction
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What is Organization Development?
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Where Did OD Come from?
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Revolutions in OD—The New and the New, New Things
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Theories and Practices of Organizational Development
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Kurt Lewin and the Planned Approach to Change—A Reappraisal
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Effective Intervention Activity
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Action Research—Rethinking Lewin
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Action Learning and Action Science—Are They Different?
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Toward a Theory of Positive Organizational Change
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Leading Change—Why Transformation Efforts Fail
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The Congruence Model of Change
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Teaching Smart People How to Learn
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Facilitative Process Interventions—Task Processes in Groups
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Large Group Interventions and Dynamics
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Understanding the Power of Position—A Diagnostic Model
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Reframing Complexity—A Four-Dimensional Approach to Organizational Diagnosis, Development, and Change
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Masterful Consulting
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Flawless Consulting
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The Organization Development Contract
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The Facilitator and other Facilitative Roles
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The Right Coach
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Reframing Change—Training, Realigning, Negotiating, Grieving, and Moving on
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What Constitutes an Effective Internal Consultant?
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Reversing the Lens—Dealing with Different Styles When You are the Boss
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Relations with Superiors—The Challenge of “Managing” a Boss
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Enlist Others
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Business Strategy—Creating the Winning Formula
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Matching Strategy and Structure
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Designing Work—Structure and Process for Learning and Self-Control
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Making it Happen—Turning Workplace Vision into Reality
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So How Can You Assess Your Corporate Culture?
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What Makes People Effective?
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What Makes a Team Effective or Ineffective?
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Developing the Individual Leader
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Creating a Community of Leaders
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Designing High-Performance Work Systems—Organizing People, Work, Technology, and Information
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Diversity as Strategy
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The Leader's New Work—Building Learning Organizations
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Compassion in Organizational Life
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Generating Simultaneous Personal, Team, and Organization Development
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Emerging Directions—Is There a New OD?
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The Future of OD?
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From Cells to Communities—Deconstructing and Reconstructing the Organization
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Actions for Global Learners, Launchers, and Leaders
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Knowledge-Worker Productivity—The Biggest Challenge
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Beyond Greening—Strategies for a Sustainable World
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The Healthy Organization
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References
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