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Part Three: Organization Change, Leadership, and Culture
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Part Three: Organization Change, Leadership, and Culture
by Michael Brazzel, Brenda B. Jones
The NTL Handbook of Organization Development and Change: Principles, Practices, and Perspectives, 2nd Edition
Figures, Tables, and Exhibits
Foreword
Dedication
Acknowledgments
Introduction
Part One: Organization Development as a Profession and Field of Practice
Chapter 1: Organization Development as an Evolving Field of Practice
The Field of Organization Development
The Evolving Nature of Organization Development
Tensions and Dilemmas Within Organization Development
Conclusion
References
Chapter 2: A History of Organization Development
The Foundations of Organization Development
The Birth of Organization Development (OD)
Early OD Consulting
OD Competence and Ethics
Professional OD Associations and Networks
Sharing OD Knowledge
Educating OD Professionals
The Expanding Field of OD
Conclusion
References
Chapter 3: Values, Ethics, and OD Practice
Values and OD Practice
OD Values: Then and Now
Ethics, Ethical Dilemmas, and Ethical Competence
Evolving Values in a Continuously Changing Future
Where Do We Go from Here?
References
Chapter 4: Action Research in Organization Development: History, Methods, Implications, and New Developments
Definitions and Overview
A Brief History of Action Research in OD
Understanding AR and Its Multiple Uses: Some Examples
Conclusion
References
Chapter 5: System Perspectives and Organization Development
System Perspectives in OD
Traditional OD and System Perspectives
System Perspectives and Five OD Approaches
Perception of Systems in Sustained Change OD
Perception of Systems and Gestalt Organization and Systems Development (OSD)
Perception of Systems in Blended OD
Perception of Systems in Dialogic OD
Diversity and Equity and OD Consulting
Conclusion: Moving Forward with Wisdom
References
Chapter 6: Use of Self as an OD Practitioner
Introduction: The Practice of OD
The “What” of OD: The Action Research Model
The “How” of OD: Use of Self
The Self
Use of Self in OD Consulting
Maintaining Self as Instrument
Summary
References
Part Two: Perspectives on Organization Development Practice
Chapter 7: OD Map: The Essence of Organization Development
The Map as Territorial Guide
Core Theories
OD as “Big I” Intervention
OD Phases, Tasks, and Competencies
Use of Self
References
Chapter 8: The Organization Development (OD) Consulting Process
The OD Consulting Process
Start-Up Phase
Diagnosis Phase
Intervention Phase
Transition Phase
Summary
References
Chapter 9: Theory and Practice of Multicultural Organization Development
Historical Overview
Assumptions Behind the Theory and Practice of MCOD
The Practice of MCOD
The MCOD Process
Conclusion
References
Chapter 10: Dialogic Organization Development
Basic Differences Between Diagnostic and Dialogic Organization Development
Change Processes in Dialogic OD
Dialogic OD Practice
Dialogic Process Consultation
When Is Dialogic OD Most Applicable?
Conclusion
References
Chapter 11: Sustainable Organization Development
Sustainability
Sustainability Research and Success Examples
Practicing Sustainable Organization Development
Propositions for OD to Support Sustainability
Conclusion
References
Part Three: Organization Change, Leadership, and Culture
Chapter 12: A Framework for Change: Capacity, Competency, and Capability
Underlying Bases of Organization Development
Viewing Change from a Systems Perspective
A Framework for Organization Development and Change: Three C’s
The Process of Transformation
Learning and the Process of Change
Internal Integration
External Integration
Success of the Change Framework
Conclusion
References
Chapter 13: Organization Change Theories and Models
Organization Change Theories
Organization Change Models
Conclusion
References
Chapter 14: Organizational Change Processes
Systems Thinking
Dynamics of Change
Planning Change
Last Thoughts
References
References That Inspired Us
Websites
Chapter 15: Tapping the Power of Emergent Change
Theoretical Framing from Complexity Science
Complex Adaptive Systems
Closing Thoughts
References
Chapter 16: Organization Leadership: Leading in a Learning Way
Introduction
Summary
References
Chapter 17: Culture Assessment as an OD Intervention
Organization Culture and Cultural Assessment
The Culture Assessment Process
Summary and Conclusions
References
Part Four: Working with Groups and Individuals
Chapter 18: The Natural Development of Work Groups: Emergent Leadership
Introduction
Basic Conditions for Effective Work Groups
Emergent Group Leadership
Structural Development
General Consideration
References
Chapter 19: Working with Groups in Organizations
Foundational Thinkers and Thoughts
Toward an Integrated Theory and Model
Toward an Integrated Group Dynamics Model
Intervening in Groups
References
Chapter 20: Large Group Interventions
Invention and Early Development: Mid-1980S to About 1993
Adoption of the New Methods: 1993 to 2000
Incorporation: 2000s
Sustaining Change in a Fast Changing World: Large Group Methods and OD Interventions
Rules of Thumb for Sustainable Change Consulting
Case Examples: Using Large Group Methods to Make Sustainable Culture Change
Conclusion
References
Chapter 21: Working with Individuals in Organizations: Coaching, Facilitating Interaction with Others, and Strategic Advising
The Three Faces of Individual Work
The Second Face: Facilitating More Effective Interactions Between People
The Third Face: Strategic Advising
Distortions in Working at the Individual Level
Conclusion
References
Part Five: Multicultural Perspectives
Chapter 22: Diversity and Inclusion in Organizational Practice
From Compliance to Culture Change
The Roots of EEO and Affirmative Action
From Awareness and Sensitivity to Strategic Culture Change
Controversies and Tensions in the Field
Forms of Diversity in a Global Context
Skills for Engaging Diversity and Building Capacity
Summary
References
Chapter 23: Borders and Boundaries: Cross-Cultural Perspectives for OD Practitioners
An Introductory Minicase
Border Crossings
Boundaries
Other Cultural Dimensions: The Issue of Identity
Identity as a Boundary Issue
Context and Communication
Borders, Boundaries, Context, and the Minicase
Borders, Boundaries, and Race
Conclusion
References
Chapter 24: Global OD Practice: The Legacy of Colonialism and Oppression
Understanding National and Regional Cultures
The Legacy of Colonialism: A Legacy of Power Dynamics
Some Experiences of a U.S.-Based Consultant Working Abroad
Internal Historical Contexts: Legacy of a Violent Dictatorship
What OD Practitioners Can Do
Conclusion
References
Chapter 25: Appreciative Inquiry as an Organization Development and Diversity Process
Appreciative Inquiry Pillars
Setting the Stage for Appreciative Inquiry
Phases of the Appreciative Inquiry Process
Implications for OD Practitioners
Conclusion
References
Chapter 26: Developing Multicultural Organizations: An Application of the Multicultural OD Model
The MCOD Change Model: A Diagnostic Lens
The MCOD Change Model: An Assessment Tool
The MCOD Model: A Tool to Develop a Vision of a Multicultural Organization
The MCOD Change Model: A Tool to Take Action
The MCOD Change Model: Final Reflections
References
Part Six: Areas of Focus in Organization Development
Chapter 27: OD Practitioners as Agents of Social Change
Introduction
Interventions for Changing Organizations from the Outside
Implications for OD Practitioners
Some Cautionary Conclusions
References
Chapter 28: The Power of Emotional Intelligence and How to Create Resonance at Work
Teletek and Baked: Illustrating EI and the Power of the Emotional Reality
Leading People: What It Means Today
Emotions: The Heart of Leadership
Emotional Intelligence Competencies: The Key to Resonant Leadership
Resonance, Dissonance, and the Emotional Reality of Groups
Discovering the Emotional Reality of an Organization Through Dynamic Inquiry
Our Hopes for OD Practitioners
Conclusion
References
Chapter 29: Organization Network Dynamics and Analysis
What Are Organization Networks?
Networks and Organization Development
Network Analysis
Value Network Analysis
Moving Forward with Networks
References
Chapter 30: Working with Energy in Organizations
An Energy Primer
The Cycle of Energy (CoE)
Self as Instrument: The Practitioner as an Energetic Being
Conclusion
References
Chapter 31: Learning Systems and Organization Development
Learning and Change, Learning and OD
Fundamental Assumptions of Learning Systems
Summary
References
Part Seven: The Present and Future of Organization Development
Chapter 32: Kurt Lewin: Some Reflections
Life, Contributions, Relevancy
What Would Lewin Say?
References
Chapter 33: A Lewinian Lens on OD’s “Emerging Now”
Both Episodic Change and Continuous Change Processes
Both OD and Change Management
Both Existing Mechanisms and Special OD Interventions
Both Critical Thinking and Strength-Based Practices
References
Chapter 34: The Future of Organization Development in a VUCA World
Introduction
VUCA Defined
The Past
The Future
Moving to VUCA Prime
Reflections
Conclusion
References
About the Editors
About the Contributors
Name Index
Subject Index
End User License Agreement
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Chapter 11: Sustainable Organization Development
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Chapter 12: A Framework for Change: Capacity, Competency, and Capability
PART THREE
ORGANIZATION CHANGE, LEADERSHIP, AND CULTURE
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