FIGURES, TABLES, AND EXHIBITS

Figures

  1. Figure 1.1 Core Knowledge Sets and Underlying Philosophy of Organization Development
  2. Figure 5.1 The Cycle of Experience
  3. Figure 6.1 The “What” and “How” of OD: Action Research and Use of Self
  4. Figure 6.2 The Four Quadrants of the Integrated Self
  5. Figure 6.3 The Choice Awareness Matrix
  6. Figure 6.4 Presence = EWS + (A + I + Δ)
  7. Figure 6.5 Authority, Presence, and Impact (API) Model
  8. Figure 7.1 Trends in Organization Environments
  9. Figure 7.2 OD Map 1.1: A Map of What to Know and What to Do
  10. Figure 7.3 Action Research and Learning
  11. Figure 7.4 Theory Happens
  12. Figure 7.5 Organizations as Open Systems
  13. Figure 8.1 Phases of the OD Consulting Process
  14. Figure 8.2 Start-Up
  15. Figure 8.3 Diagnosis Phase
  16. Figure 8.4 Intervention Phase
  17. Figure 8.5 Transition Phase
  18. Figure 9.1 Continuum of Multicultural Organization Development
  19. Figure 9.2 MCOD Systems Change Process
  20. Figure 12.1 The Three C’s Model
  21. Figure 12.2 The Embedded 3 C’s Model
  22. Figure 12.3 The 3 C’s Framework with Overlapping Triangle
  23. Figure 13.1 Open System Model
  24. Figure 13.2 Force Field Change Model
  25. Figure 13.3 Developmental Patterns and Impacts of Diversity, Inclusion, and Social Justice in Organizations
  26. Figure 13.4 Lewin’s Unfreeze-Change-Refreeze Model
  27. Figure 13.5 Lewin’s Action Research Change Model
  28. Figure 13.6 Phases of the OD Consulting Process Change Model
  29. Figure 13.7 Present State, Transition State, Future State Change Model
  30. Figure 13.8 Creative Tension Organization Change Model
  31. Figure 13.9 Paradoxical Theory of Change
  32. Figure 13.10 Strategic Planning Change Model
  33. Figure 13.11 Multi-Task Organization Work and Change Management Model
  34. Figure 14.1 Levels of Systems Thinking
  35. Figure 14.2 Closed Versus Open System Thinking
  36. Figure 14.3 Environmental Interdependence
  37. Figure 14.4 Organizational Boundary Conditions
  38. Figure 14.5 People and Change
  39. Figure 15.1 Complex Adaptive Systems (CAS) Model
  40. Figure 15.2 Change Dials
  41. Figure 15.3 Dial 1: Drive for Fitness
  42. Figure 15.4 Dial 2: Diversity of Views
  43. Figure 15.5 Dial 3: Connectivity
  44. Figure 15.6 Dial 4: Safety
  45. Figure 15.7 Dial 5: Edge of Chaos
  46. Figure 15.8 Dial 6: Control
  47. Figure 15.9 Dial 1: Drive for Fitness
  48. Figure 15.10 Dial 2 and Dial 4
  49. Figure 15.11 Dial 3
  50. Figure 15.12 Dial 6
  51. Figure 16.1 The Experiential Learning Cycle
  52. Figure 16.2 The RSVP Fundamentals of Leadership
  53. Figure 16.3 Four Fundamentals of Leadership and Related Learning Skills
  54. Figure 16.4 Leadership Fundamentals and Distinct Variables
  55. Figure 17.1 Levels of Culture
  56. Figure 19.1 The Group Spiral
  57. Figure 19.2 Team Performance Model
  58. Figure 19.3 Content and Process of Group Work: The Iceberg
  59. Figure 19.4 Group Dynamics
  60. Figure 21.1 Hanafin and Kitson Development Continuum
  61. Figure 25.1 Four-D Appreciative Inquiry Model
  62. Figure 26.1 An Open Systems Diagnostic Model
  63. Figure 26.2 Three Approaches to Equality and Justice in Organizations
  64. Figure 28.1 Effective Leadership Competencies
  65. Figure 28.2 Leader Behavior Results
  66. Figure 29.1 Types of Networks
  67. Figure 29.2 Kite Diagram
  68. Figure 29.3 Organization Network Map
  69. Figure 29.4 Spider Map
  70. Figure 29.5 eBay Value Network
  71. Figure 30.1 The Cycle of Energy
  72. Figure 34.1 Moving from VUCA to VUCA Prime

Tables

  1. Table 3.1 Organization Development Values and Value Themes Over Time
  2. Table 5.1 OD Open Systems Model
  3. Table 5.2 The Cycle of Experience
  4. Table 8.1 Overview of Tasks for Start-Up Phase
  5. Table 8.2 Overview of Tasks for Diagnosis Phase
  6. Table 8.3 Example of Possible Design Strategies and Relevant Rationale
  7. Table 8.4 Overview of Tasks for Intervention Phase
  8. Table 8.5 Measuring Impact
  9. Table 8.6 Overview of Tasks for Transition Phase
  10. Table 12.1 Three C’s Model and Levels of System
  11. Table 12.2 Working with Organizational Change: Defining and Describing
  12. Table 13.1 Theories of Organization Change
  13. Table 15.1 Core Concepts
  14. Table 15.2 Mindset Shift
  15. Table 15.3 Spotlight Dial Tuning Summary
  16. Table 18.1 Crucial Aspects of Phase One: Contracting/Assessment
  17. Table 18.2 Crucial Aspects of Phase Two: Competition/Development of Identity
  18. Table 18.3 Crucial Aspects of Phase Three: Differentiation/Carrying Out Procedures and Tasks
  19. Table 18.4 Crucial Aspects of Phase Four: Intimacy/Spontaneity
  20. Table 18.5 Crucial Aspects of Phase Five: Tolerance/Adjustment to Limitations
  21. Table 18.6 Crucial Aspects of Phase Six: Autonomy/Commitment
  22. Table 18.7 Crucial Aspects of Phase Seven: Collaboration/Responsibility
  23. Table 18.8 Crucial Aspects of Phase Eight: Integration/Assessment of Accomplishments
  24. Table 18.9 Crucial Aspects of Phase Nine: Separation/Acknowledgment
  25. Table 19.1 Bion’s Basic Assumption Groups and Behaviors
  26. Table 19.2 Bennis and Shepard’s Theory of Group Development
  27. Table 19.3 Anthony Banet’s Theory of Group Development Based on the I Ching
  28. Table 19.4 The Group Spiral
  29. Table 19.5 Differences Between Groups and Teams
  30. Table 20.1 Comparison of Large Group Methods
  31. Table 20.2 Comparison of Large Group Methods Continued
  32. Table 21.1 Matrix for Working with Individuals in an Organizational Context
  33. Table 22.1 The REAL Model
  34. Table 26.1 The Multicultural Organization Development Model
  35. Table 26.2 Assessment Tool: Indicators of the Stage of Multicultural Organization Development
  36. Table 26.3 Strategic Questions for Multicultural Organization Change
  37. Table 27.1 Recurring OD Challenges and Tasks When Creating and Strengthening Multi-Organizational Systems
  38. Table 30.1 Energetic Dysfunction: Signs and Sources
  39. Table 30.2 Examples of Interventions
  40. Table 30.3 Questions to Determine an Energetic Profile
  41. Table 31.1 Learning Orientations

Exhibits

  1. Exhibit 10.1 Key Characteristics of Dialogic OD
  2. Exhibit 11.1 Sustainable Organizational Practices and Organizational Culture
  3. Exhibit 11.2 Traditional Sustainability vs. Sustainable OD
  4. Exhibit 12.1 Interplast: Application of the Three C’s Framework
  5. Exhibit 12.2 Analysis of Interplast Using the Three C’s Framework
  6. Exhibit 13.1 Examples of Organization Change Models
  7. Exhibit 13.2 Forms of Resistance and Contact
  8. Exhibit 15.1 Strategy, Leadership, and Change Research
  9. Exhibit 15.2 Conditions for Emergent Change During Boatlift
  10. Exhibit 16.1 Relationship Box
  11. Exhibit 16.2 Strategy Box
  12. Exhibit 16.3 Vision Box
  13. Exhibit 16.4 Performance Box
  14. Exhibit 17.1 Culture Assessment: A Ten-Step Process
  15. Exhibit 18.1 Emergent Group Leadership
  16. Exhibit 18.2 The Nine Developmental Phases of Group Work
  17. Exhibit 21.1 Three Faces of Individual Work
  18. Exhibit 23.1 Hofstede’s Five Dimensions of Culture
  19. Exhibit 23.2 Dimensions of Culture and Core Issues of Identity
  20. Exhibit 23.3 Contact Levels and Themes
  21. Exhibit 24.1 Some Conflicts Between Western OD Values and Cultural Values
  22. Exhibit 24.2 What Western OD Practitioners Can Do
  23. Exhibit 25.1 Example of an AI Interview Protocol
  24. Exhibit 27.1 Summary of Intervention Types and Tasks
  25. Exhibit 27.2 OD Practitioner Roles and Intervention Types
  26. Exhibit 29.1 Diversity and Networks
  27. Exhibit 29.2 Contact Information
  28. Exhibit 29.3 Sample Network Analysis Questions
  29. Exhibit 29.4 Sample Question Screen
  30. Exhibit 31.1 Factors That Promote Learning
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