This volume contains the must reads for a depth of understanding about organization change. Each of book's seventy-five papers included in this volume have launched their own fields of inquiry or practices and are the key readings for any student or practitioner of organization development.

Foreword xiii

Preface xv

PART ONE ENVIRONMENT AS STIMULUS FOR CHANGE 1
Editors’ Interlude

1 The Causal Texture of Organizational Environments 7
F. E. Emery • E. L. Trist (1965)

2 Changing Organizations 21
W. G. Bennis (1966)

3 Survival and Performance in the Era of Discontinuity 35
R. N. Foster • S. Kaplan (2001)

4 Management and the Scientific Renaissance 51
R. Pascale • M. Millemann • L. Gioja (2000)

PART TWO THEORIES AND MODELS OF PLANNED ORGANIZATION CHANGE 65
Editors’ Interlude

5 Quasi-Stationary Social Equilibria and the Problem of Permanent Change 73
K. Lewin (1947)

6 The Mechanisms of Change 78
E. H. Schein (1964)

7 General Strategies for Effecting Changes in Human Systems 89
R. Chin • K. D. Benne (1967)

8 Toward a Theory of Motive Acquisition website (see p. xii)
D. C. McClelland (1965)

9 Nature Intervenes: Organizations as Organisms website (see p. xii)
G. Morgan (1997)

10 Sociotechnical Systems: Origin of the Concept 118
E. Trist (1981)

11 Evolution and Revolution as Organizations Grow website (see p. xii)
L. E. Greiner (1998)

12 Revolutionary Change Theories: A Multilevel Exploration of the Punctuated Equilibrium Paradigm 144
C.J.G. Gersick (1991)

13 Organizational Evolution: A Metamorphosis Model of Convergence and Reorientation 174
M. L. Tushman • E. Romanelli (1985)

14 Organizational Change and Development website (see p. xii)
K. E. Weick • R. E. Quinn (1999)

15 Kurt Lewin and the Planned Approach to Change: A Reappraisal 226
B. Burnes (2004)

PART THREE DIAGNOSING THE CURRENT STATE 255
Editors’ Interlude

16 Understanding Organizations: The Process of Diagnosis 259
W. W. Burke (1992)

17 A Causal Model of Organizational Performance and Change 273
W. W. Burke • G. H. Litwin (1992)

18 An Overview of Organizational Surveys 300
A. I. Kraut (1996)

19 Toward Integrated Organizational Diagnosis 312
A. Howard • Associates (1994)

PART FOUR UNDERSTANDING RESISTANCE 331
Editors’ Interlude

The Nature of Resistance

20 Overcoming Resistance to Change 341
L. Coch • J.R.P. French, Jr. (1965)

21 Resistance to Change 364
G. Watson (1967)

22 A Theory of Psychological Reactance 377
J. W. Brehm (1966)

23 Change Resisted: Thirty-Three Hypotheses Why website (see p. xii)
J. O’Toole (1995)

Individual Response to Change

24 Managing Organizational Transitions 393
W. Bridges (1986)

25 The Recipients of Change 404
T. D. Jick (1990)

26 Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change 418
S. K. Piderit (2000)

Group Response to Change

27 A Theory of Group Development 441
W. G. Bennis • H. A. Shepard (1956)

28 The Work of Wilfred Bion on Groups 466
M. J. Rioch (1970)

Organization Response to Change

29 Organizational Identity and Learning: A Psychodynamic Perspective 481
A. D. Brown • K. Starkey (2000)

30 The Quest for Resilience 512
G. Hamel • L. Vailikangas (2003)

PART FIVE ORGANIZATION CHANGE INTERVENTIONS 533
Editors’ Interlude

31 Strategies of Consultation 539
R. R. Blake • J. S. Mouton (1972)

Individual-Level Change Interventions

32 Creating Readiness for Organizational Change 569
A. A. Armenakis, S. G. Harris • K. W. Mossholder (1993)

33 Selecting Personnel for a System 4 Organization website (see p. xii)
D. King (1972)

34 Training and Development 590
W. W. Burke (1982)

35 Coaching Leaders in Transition: Lessons from the Field 599
R. Witherspoon • M. D. Cannon (2004)

Group-Level Change Interventions

36 Team Building 629
W. W. Burke (1982)

37 What Is Process Consultation? 642
E. Schein (1999)

38 Dilemmas of Managing Participation website (see p. xii)
R. M. Kanter (1983)

39 Understanding and Using Large System Interventions 667
B. B. Bunker • B. T. Alban (2002)

Organization-Level Interventions

40 The Change Process: Why Change? 687
R. Beckhard • R. T. Harris (1987)

41 Creating a Climate and Culture for Sustainable Organizational Change website (see p. xii)
B. Schneider, A. P. Brief • R. A. Guzzo (1996)

42 Interorganizational Relations 699
W. W. Burke • N. W. Biggart (1997)

PART SIX KEY ROLES IN PLANNED ORGANIZATION CHANGE 733
Editors’ Interlude

43 ‘‘All We Like Sheep—’’ (Isaiah 53:6): Followers and Leaders website (see p. xii)
M. J. Rioch (1971)

44 Leading Organization Change 737
W. W. Burke (2008)

45 The Psychology of Self-Management in Organizations 762
J. R. Hackman (1986)

46 The Discipline of Teams website (see p. xii)
J. R. Katzenbach • D. K. Smith (1993)

PART SEVEN BUILDING KNOWLEDGE OF CHANGE THROUGH ASSESSMENT 809
Editors’ Interlude

47 Short- and Long-Range Effects of a Team Development
R. Beckhard • D. G. Lake (1971) Effort 813

48 Measuring Change and Persistence in Human Affairs: Types of Change Generated by OD Designs 834
R. T. Golembiewski. • K. Billingsley • S. Yeager (1976)

49 Explaining Development and Change in Organizations 859
A. H. Van de Ven • M. S. Poole (1995)

50 Organization Change and Development 893
M. Beer • A. E. Walton (1987)

51 A Complex-Systems Approach to Organizations 924
D. J. Svyantek • L. L. Brown (2000)

52 The Evolving Field of Organizational Learning 935
C. Argyris • D. A. Schӧn (1996)

PART EIGHT SOME CONCLUSIONS AND FUTURE NEEDS 955
Editors’ Interlude

Names Index 959

Subject Index 976

Credits 991

Organization Change

First published in 1961, the original four editions of The Planning of Change, co-edited by Warren Bennis, Kenneth D. Benne, and Robert Chin, provided the best compilations of readings at the time on a comparatively new field. In this updated version, focusing more on planned organization change, W. Warner Burke, Dale G. Lake, and Jill Waymire Paine take the four earlier editions to a new level and provide the most relevant, salient, and time-tested ideas that are considered the gold standard for an in-depth understanding of organization change. Each of the 75 articles included in this extraordinary volume has launched its own field of inquiry or practice and, together, are considered the key readings for any student or practitioner of organization change and development.

Organization Change offers a unique collection of writings from the most prominent names in the field. Contributions to this volume include writings by such luminaries as:

Billie Alban

Chris Argyris

Richard Beckhard

Michael Beer

Warren Bennis

William Bridges

Barbara Bunker

Connie Gersick

Larry Greiner

Richard Hackman

Gary Hamel

Rosabeth Moss Kanter

Jon Katzenbach

Kurt Lewin

Gareth Morgan

James O'Toole

Eric Trist

Edgar Schein

Don Schön

Michael Tushman

Karl Weick

Chapter 1:  Environment as Stimulus for Change Organization change is typically a reaction to a change in the external environment.  The purpose of this chapter is to expand our understanding of these environmental changes and the planned organizational response to them.  Chapter 2:  Theories & Models This chapter provides a theoretical overview of the literature on organization change. Chapter 3:  Diagnosing the Current State This chapter is designed to help scholars and practitioners diagnose the need for organization change. Chapter 4:  Understanding Resistance Psychologists have been dedicated to understanding resistance to change and helping leaders respond to it for more than half a century.   Beginning with the classic article by Coch & French (1948), this chapter addresses the nature of resistance to change at the individual, group and organizational levels. Chapter 5:  Change Interventions Individual, group and organizational level change interventions are included in this chapter. Chapter 6:  Key Roles in Planned Change This chapter focuses on the roles that leaders, groups, teams and internal organizational members play in organization change.  Chapter 7:  Building Knowledge of Changing Through Assessment This chapter is designed to provide a deeper understanding of the role of assessment in change and to help scholars and practitioners measure the effectiveness of change initiatives, the overall change process and continuous learning and growth. Chapter 8:  The Future of Planned Change The final chapter will address future directions in the study and practice of organization change.