Practicing Organization Development: Leading Transformation and Change

THE ACCLAIMED RESOURCE FOR ORGANIZATION DEVELOPMENT PRACTITIONERS, REVISED AND UPDATED

The fourth edition of Practicing Organization Development builds on its reputation as the most practical, comprehensive, useful, and clearly written handbook on the topic of organization development (OD). Thoroughly revised and updated, this new edition of Practicing Organization Development contains information on current developments in the field and includes insightful contributions from leading OD practitioners and scholars. Comprehensive in scope, this essential text brings together a rich collection of theories, concepts, models, case applications, innovations, and historical and postmodern expansions in OD, transformation, and change.

In addition to offering a review of the basic elements of OD, this new edition puts the focus on the topic of transformation. Many of the book′s expert contributors explore transformational change at the individual, team, department, and organizational level.

Practicing Organization Development provides the conceptual frameworks and approaches to help practitioners and leaders become transformational agents of change.

Dedication

Foreword

OD: Transforming the Whole Organization To Thrive, Perform, Achieve Goals, and Sustainable Growth

Introduction
Getting The Most From This Book

References

Chapter 1: Organization Development, Transformation, and Change
William J. Rothwell, Jacqueline, M. Stavros, And Roland Sullivan

Resources

Chapter 2: The Origins Of OD
John J. Scherer, Billie Alban, and Marvin Weisbord

Resources

Chapter 3: Change Process and Models
William J. Rothwell, Roland L. Sullivan, Taesung Kim, Jong Gyu Park, and Wesley E. Donahue

RESOURCES

Chapter 4: OD and Transformation: What It Takes
Linda Ackerman Anderson

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Chapter 5: Transformational Leadership Development
Jacqueline M. Stavros and Jane Seiling

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Chapter 6: Appreciative Inquiry: OD and the Strengths Revolution
Jacqueline M. Stavros, Lindsey N. Godwin, and David L. Cooperrider

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Chapter 7: Competencies for Success
Steve H. Cady and Zachary D. Shoup

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Chapter 8: Entry: Marketing and Positioning OD
Alan Weiss

Chapter 9: Front–End Work: Engaging the Client System
David W. Jamieson and Rachael L. Narel

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Chapter 10: Launch:Assessment, Action Planning, and Implementation
D.D. Warrick

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Chapter 11: Evaluating Organizational Transformation: A Situational Approach
Steve H. Cady and Sheryl A. Milz

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Chapter 12: Measurement To Determine The Return On Change Management
Tim Creasey and D. Scott Ross

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Chapter 13: Closure: Mobilizing Energy To Sustain An Agile Organization
Ann M. Van Eron and W.Warner Burke

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Chapter 14: Taking Culture Seriously In OD
Edgar Schein

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Chapter 15: Individual Development In OD Making Change Stick
Marshall Goldsmith

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Chapter 16: Leading Innovative Teams
Jeffrey H. Dyer and W. Gibb Dyer

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Chapter 17: Transformation And Change In Large Systems
Thomas G. Cummings and Ann E. Feyerherm

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Chapter 18: Soar: Building Strategic Capacity
Jacqueline M. Stavros and Patricia Malone

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Chapter 19: Sustainability and Transformational Work: What Should Business Do?
Nadya Zhexembayeva

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Chapter 20: Organization Design That Transforms
Amy Kates

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Chapter 21: Mergers And Acquisitions:  Still Crazy After All These Years
Mitchell Lee Marks and Philip H. Mirvis

Recommend Resources

Chapter 22: Exploring The Relationship Between OD And Change Management
Tim Creasey, David Jamieson, William J. Rothwell, and Gail Severini

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Chapter 23: Positive Organizational Change: What The Field Of Pos Offers To OD Practitioners
Kim Cameron and Jon Mcnaughtan

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Chapter 24: Positive Organizational Ethics: Adult Moral Development In The Workplace
Leslie E. Sekerka

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Chapter 25: The Classic T–Group
Matt Minahan and Robert Crosby

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Chapter 26: Leveraging Diversity and Inclusion for Performance
Judith H. Katz and Frederick A. Miller

Chapter 27: The Global OD∗ Professional
Therese F. Yaeger and Peter F. Sorensen

Chapter 28: The Convergence Of OD And HRM
David W. Jamieson and William J. Rothwell

Chapter 29: Constructive Use of Power For OD Practitioners
L. Mee–Yan Cheung–Judge

Chapter 30: Beyond Social Networks: The Über Connection
Karen Stephenson

Chapter 31: The Dialogic OD Approach to Transformation and Change
Gervase R. Bushe and Robert J. Marshak

Chapter 32: The Future Of OD, Transformation, and Change
Allan H. Church, Amanda C. Shull, and W. Warner Burke

Chapter 33: Authors Insights on Important OD Issues
D.D. Warrick

Contributor Biographies

Editors Bios

Acknowlegments

THE EDITORS

WILLIAM J. ROTHWELL is president of Rothwell & Associates and professor of Workforce Education and Development at the Pennsylvania State University, University Park campus. He is author, editor, or co–editor of more than 91 books and 250 articles, including the bestselling Mastering the Instructional Design Process from Pfeiffer.

JACQUELINE M. STAVROS is a professor at the College of Management at Lawrence Technological University. She is a global speaker and co–author of 5 books, 16 book chapters, and more than 40 articles in Appreciative Inquiry, Sustainability, and SOAR, Thin Book of SOAR: Building Strengths–based Strategy.

ROLAND L. SULLIVAN is founder of Sullivan Transformation Agents. He has taught OD in 22 universities. For more than 50 years, he has facilitated change journeys in 44 countries in every major industry. He is known for Whole System Transformation .