Foreword: Observations on the State of Organization Development xv
Edgar H. Schein

Introduction xxi
Joan V. Gallos

About the Editor xxix

Part One: The OD Field: Setting the Context, Understanding the Legacy 1
Editor’s Interlude

Historical Roots

1 What Is Organization Development? 3
Richard Beckhard

2 Where Did OD Come From? 13
W. Warner Burke

Evolution of the Field

3 Revolutions in OD: The New and the New, New Things 39
Philip H. Mirvis

Theory Versus Practice

4 Theories and Practices of Organizational Development 89
John R. Austin and Jean M. Bartunek

Part Two: The OD Core: Understanding and Managing Planned Change 129
Editor’s Interlude

Understanding Planned Change

5 Kurt Lewin and the Planned Approach to Change: A Reappraisal 133
Bernard Burnes

Intervention Theory

6 Effective Intervention Activity 158
Chris Argyris

Action Technologies

7 Action Research: Rethinking Lewin 185
Linda Dickens and Karen Watkins

8 Action Learning and Action Science: Are They Different? 202
Joseph A. Raelin

Appreciative Inquiry

9 Toward a Theory of Positive Organizational Change 223
David L. Cooperrider and Leslie E. Sekerka

Models of Change

10 Leading Change: Why Transformation Efforts Fail 239
John P. Kotter

11 The Congruence Model of Change 252
David A. Nadler

Part Three: The OD Process: Diagnosis, Intervention, and Levels of Engagement 263
Editor’s Interlude

Individual

12 Teaching Smart People How to Learn 267
Chris Argyris

Small Group

13 Facilitative Process Interventions: Task Processes in Groups 286
Edgar H. Schein

Large Group

14 Large Group Interventions and Dynamics 309
Barbara Bunker and Billie Alban

Intergroup

15 Understanding the Power of Position: A Diagnostic Model 322
Michael J. Sales

Organization

16 Reframing Complexity: A Four-Dimensional Approach to Organizational Diagnosis, Development, and Change 344
Joan V. Gallos

Part Four: OD Consulting: Leading Change from the Outside 363
Editor’s Interlude

Consulting Process

17 Masterful Consulting 365
Keith Merron

Consulting Phases and Tasks

18 Flawless Consulting 385
Peter Block

Contracting

19 The Organization Development Contract 397
Marvin Weisbord

Facilitation

20 The Facilitator and Other Facilitative Roles 409
Roger Schwarz

Coaching

21 The Right Coach 433
Howard Morgan, Phil Harkins, Marshall Goldsmith

Part Five: OD Leadership: Fostering Change from the Inside 445
Editor’s Interlude

Understanding Options and Challenges

22 Reframing Change: Training, Realigning, Negotiating, Grieving, and Moving On 447
Lee G. Bolman and Terrence E. Deal

Leading as the Internal Consultant

23 What Constitutes an Effective Internal Consultant? 470
Alan Weiss

Leading as the Boss

24 Reversing the Lens: Dealing with Different Styles When You Are the Boss 485
Gene Boccialetti

Leading the Boss

25 Relations with Superiors: The Challenge of “Managing” a Boss 501
John Kotter

Building Support

26 Enlist Others 518
James Kouzes and Barry Posner

Part Six: OD Focus: Organizational Intervention Targets 541
Editor’s Interlude

Strategy

27 Business Strategy: Creating the Winning Formula 545
Edward E. Lawler

Organizational Design

28 Matching Strategy and Structure 565
Jay Galbraith

Structure of Work

29 Designing Work: Structure and Process for Learning and Self-Control 583
Marvin Weisbord

Workspace Design

30 Making It Happen: Turning Workplace Vision into Reality 602
Franklin Becker and Fritz Steele

Culture

31 So How Can You Assess Your Corporate Culture? 614
Edgar H. Schein

Workforce Development

32 What Makes People Effective? 634
Edward E. Lawler

Team Development

33 What Makes a Team Effective or Ineffective? 656
Glenn M. Parker

Leadership Development

34 Developing the Individual Leader 681
Jay Conger and Beth Benjamin

Part Seven: OD Purpose and Possibilities: Seeing the Forest for the Trees 705
Editor’s Interlude

Fostering Mission and Commitment

35 Creating a Community of Leaders 709
Phillip H. Mirvis and Louis “Tex” Gunning

Integrating Systems

36 Designing High-Performance Work Systems: Organizing People, Work, Technology, and Information 730
David A. Nadler and Marc S. Gerstein

Utilizing Diversity

37 Diversity as Strategy 748
David A. Thomas

Creating Learning Organizations

38 The Leader’s New Work: Building Learning Organizations 765
Peter M. Senge

Creating Humane Organizations

39 Compassion in Organizational Life 793
Jason M. Kanov, Sally Maitlis, Monica C. Worline, Jane E. Dutton, Peter J. Frost, Jacoba M. Lilius

Fostering Growth and Development

40 Generating Simultaneous Personal, Team, and Organization Development 813
William R. Torbert

Part Eight: OD and the Future: Embracing Change and New Directions 829
Editor’s Interlude

Changes in the Field

Practitioner Perspective

41 Emerging Directions: Is There a New OD? 833
Robert J. Marshak

Scholarly Perspective

42 The Future of OD? 842
David L. Bradford and W. Warner Burke

Changes in the External Environment

The Digital Revolution

43 From Cells to Communities: Deconstructing and Reconstructing the Organization 858
Rosabeth Moss Kanter

Globalization

44 Actions for Global Learners, Launchers, and Leaders 888
Ron Ashkenas, Dave Ulrich, Todd Jick, Steve Kerr

Knowledge Management

45 Knowledge-Worker Productivity: The Biggest Challenge 914
Peter F. Drucker

Sustainability and the Environment

46 Beyond Greening: Strategies for a Sustainable World 934
Stuart L. Hart

Organizational Values

47 The Healthy Organization 950
Richard Beckhard

References 953

Name Index 1021

Subject Index 1035

Organization Development

Organization Development is a one-stop guide to the world of planned change. 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. 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.

CONTRIBUTORS INCLUDE

Billie Alban

Chris Argyris

Ron Ashkenas

John R. Austin

Jean M. Bartunek

Franklin Becker

Richard Beckhard

Beth Benjamin

Peter Block

Gene Boccialetti

Lee G. Bolman

David L. Bradford

Barbara Bunker

W. Warner Burke

Bernard Burnes

Jay Conger

David L. Cooperrider

Terrence E. Deal

Linda Dickens

Peter F. Drucker

Jane E. Dutton

Peter J. Frost

Marshall Goldsmith

Jay Galbraith

Joan V. Gallos

Marc S. Gerstein

Louis “Tex” Gunning

Phil Harkins

Stuart L. Hart

Todd Jick

Jason M. Kanov

Rosabeth Moss Kanter

Steve Kerr

John Kotter

James Kouzes

Edward E. Lawler

Jacoba M. Lilius

Sally Maitlis

Robert J. Marshak

Keith Merron

Philip H. Mirvis

Howard Morgan

David A. Nadler

Glenn M. Parker

Barry Posner

Joseph A. Raelin

Michael J. Sales

Edgar H. Schein

Roger Schwarz

Leslie E. Sekerka

Peter M. Senge

Fritz Steele

David A. Thomas

William R. Torbert

Dave Ulrich

Karen Watkins

Marvin Weisbord

Alan Weiss

Monica C. Worline

Foreword: Observations on the State of Organizational Development (Edgar H. Schein). Introduction and Acknowledgements (Joan V. Gallos). PART ONE: THE OD FIELD: SETTING THE CONTEXT, UNDERSTANDING THE LEGACY. Historical roots. 1. What is Organization Development (Richard Beckhard)? 2. Where Did OD Come From (W. Warner Burke)? Evolution of the Field. 3. Revolutions in OD: The New and the New, New Things (Philip H. Mirvis). Theory Versus Practice. 4. Theories and Practice of Organizational Development (John R. Austin and Jean M. Bartunek). PART TWO.: THE OD CORE: UNDERSTANDING AND MANAGING PLANNED CHANGE. UNDERSTANDING PLANNED CHANGE. 5. Kurt Lewin and the Planned Approach to Change: A Reappraisal (Bernard Burnes). Intervention Theory. 6. Effective Intervention Activity (Chris Argyris). Action Technologies. 7. Action Research: Rethinking Lewin (Linda Dickens and Karen Watkins). 8. Action Learning and Action Science: Are They Different (Joseph A. Raelin)? Appreciative Inquiry. 9. Toward a Theory of Positive Organizational Change (David L. Cooperrider and Leslie E. Sekerka). Models of Change. 10. Leading Change: Why Transformation Efforts Fail (John P. Kotter). 11. The Congruence Model of Change (David Nadler). PART THREE. THE OD PROCESS: DIAGNOSIS, INTERVENTION, AND LEVELS OF ENGAGEMENT. Individual. 12. Teaching Smart People How to Learn (Chris Argyris). Small Group. 13. Facilitative Process Interventions: Task Processes in Groups (Edgar H. Schein). Large Group. 14. Large Group Interventions and Dynamics (Barbara Bunker and Billie Alban). Intergroup. 15. Understanding the Power of Position: A Diagnostic Model (Michael J. Sales). Organization. 16. Reframing Complexity: A Four-Dimensional Approach to Organizational Diagnosis, Development, and Change (Joan V. Gallos). PART FOUR. OD CONSULTING: LEADING CHANGE FROM THE OUTSIDE. Consulting Process. 17. Masterful Consulting (Keith Merron). Consulting Phases and Tasks. 18. Flawless Consulting (Peter Block). Contracting. 19. The Organization Development Contract (Marvin Weisbord). Facilitation. 20. The Facilitator and Other Facilitative Roles (Roger Schwarz). Coaching. 21. The Right Coach (Howard Morgan, Phil Harkins and Marshall Goldsmith). PART FIVE. OD LEADERSHIP: FOSTERING CHANGE FROM THE INSIDE. Understanding Options and Challenges. 22. Reframing Change: Training, Realigning, Negotiating, Grieving, and Moving On (Lee Bolman and Terrence E. Deal). Leading as the Internal Consultant. 23. What Constitutes an Effective Internal Consultant (Alan Weiss)? Leading as the Boss. 24. Reversing the Lens: Dealing with Different Styles When You Are the Boss (Gene Boccialetti). Leading the Boss. 25. Relations with Superiors: The Challenge of ?Managing? a Boss (John Kotter). Building Support. 26. Enlist Others (James Kouzes and Barry Posner). PART SIX. OD FOCUS: ORGANIZATIONAL INTERVENTION TARGETS. Strategy. 27. Business Strategy: Creating the Winning Formula (Edward E. Lawler). Organizational Design. 28. Matching Strategy and Structure (Jay Galbraith). Structure of Work. 29. Designing Work: Structure and Process for Learning and Self-Control (Marvin Weisbord). Workspace Design. 30. Making It Happen: Turning Workplace Vision into Reality (Franklin Becker and Fritz Steele). Culture. 31. So How Can You Assess Your Corporate Culture (Edgar H. Schein). Workforce Development. 32. What Makes People Effective (Edward E. Lawler). Team Development. 33. What Makes a Team Effective or Ineffective (Glenn M. Parker). Leadership Development. 34. Developing the Individual Leader (Jay Conger and Beth Benjamin). PART SEVEN. OD PURPOSE AND POSSIBILITIES: SEEING THE FOREST FOR THE TREES. Fostering Mission and Commitment. 35. Creating a Community of Leaders (Phillip H. Mirvis and Louis ?Tex? Gunning). Integrating Systems. 36. Designing High Performing Work Systems: Organizing People, Work, Technology, and Information (David A. Nadler and Marc S. Gerstein). Utilizing Diversity. 37. Diversity as a Strategy (David A. Thomas). Creating Learning Organizations. 38. The Leader?s New Work: Building Learning Organizations (Peter M. Senge). Creating Humane Organizations. 39. Compassion in Organizational Life (Jason M. Kanov, Sally Maitlis, Monica C. Worline, Jane E. Dutton, Peter J. Frost and Jacoba M. Lilius). Fostering Growth and Development. 40. Generating Simultaneous Personal, Team, and Organizational Development (William R. Torbert). PART EIGHT. OD AND THE FUTURE: EMBRACING CHANGE AND NEW DIRECTIONS. Changes in the Field. Practitioner Perspective. 41. Emerging Directions: Is There a New OD? (Robert J. Marshak). Scholarly Perspective. 42. The Future of OD? (David L. Bradford and W. Warner Burke). Changes in the External Environment. The Digital Revolution. 43. From Cells to Communities: Deconstructing and Reconstructing the Organization (Rosabeth Moss Kanter). Globalization. 44. Actions for Global Learners, Launchers, and Leaders (Ron Ashkenas, Dave Ulrich, Todd Jick and Steve Kerr). Knowledge Management. 45. Knowledge-Worker Productivity: The Biggest Challenge (Peter F. Drucker). Sustainability and the Environment. 46. Beyond Greening: Strategies for a Sustainable World (Stuart L. Hart). Organizational Values. 47. The Healthy Organization (Richard Beckhard). References. Name Index. Subject Index.