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6 PRACTICING ORGANIZATION DEVELOPMENT, 2ND EDITION Accompanying this book is a CD that contains the following: • A PowerPoint ® presentation of key issues from the book; • A syllabus for an Introduction to OD course; • A compilation of OD websites; • A use of self bibliography; and • Appendices, worksheets, and instruments from the book. Further resources can also be found at the Practicing Organization Change and Development website (www.PracticingOD.com). HOW IS THIS EDITION OF PRACTICING ORGANIZATION DEVELOPMENT SIMILAR TO AND DIFFERENT FROM THE FIRST? Readers will note unique similarities and differences between the first and second editions of this book. The editions are similar in that both are based on OD competency studies. They also share many authors in common, who have reprised (and updated) their chapters. The editions are different in that the change model in this second edition is considered more current than that described in the first edition. The second edition has been wholly rewritten and updated—to the extent that the first and second editions may be properly regarded as entirely separate books. References Colteryahn, K., & Davis, P. (2004, January). Eight trends you need to know now. Training & Development, pp. 29–36. Cummings, T.G., & Worley, C.G. (2005). Organization development and change (8th ed.). Cincinnati, OH: South-Western. Kinnunen, G. (1992, November). The practice of practice. NSPI Insight, p. 6. McLean, G., & Sullivan, R. (1990). OD skills: An ongoing competency list. OD Practitioner, 22(2), 11–12.
∂ PART ONE FOUNDATIONS ∂ Part One lays the foundation for the book. It consists of seven chapters that provide the definitions of important terms, useful historical information about OD, background about models to guide the organizational change process, and the characteristics (competencies) essential for OD professionals to ply their trade. The chapters are Chapter One Chapter Two Chapter Three Chapter Four Organization Development, by William J. Rothwell and Roland L. Sullivan Models for Change, by William J. Rothwell and Roland L. Sullivan On the Shoulders of Giants: The Origins of OD, by Billie T. Alban & John J. Scherer Using the HRD Audit to Build Convergence Between Human Resource Management and Organization Development, by T.V. Rao and William J. Rothwell Chapter Five Competencies of OD Practitioners, by Christopher G. Worley, William J. Rothwell, and Roland L. Sullivan Chapter Six Chapter Seven Organization Development from the View of the Experts: Summary Results, by D.D. Warrick A Future-Responsive Perspective for Competent Practice in OD, by Saul Eisen, Jeanne Cherbeneau, and Christopher G. Worley
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MODELS FOR CHANGE 57 • Initial ac
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MODELS FOR CHANGE 59 Marketing In o
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MODELS FOR CHANGE 61 Transformative
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MODELS FOR CHANGE 71 completed a br
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MODELS FOR CHANGE 73 • Ensuring t
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MODELS FOR CHANGE 75 Garvin (2000)
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MODELS FOR CHANGE 77 There is one v
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MODELS FOR CHANGE 79 Cooperrider, D
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∂ CHAPTER THREE On the Shoulders
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ON THE SHOULDERS OF GIANTS 83 • E
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ON THE SHOULDERS OF GIANTS 85 No on
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ON THE SHOULDERS OF GIANTS 87 The L
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ON THE SHOULDERS OF GIANTS 89 were
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ON THE SHOULDERS OF GIANTS 91 signi
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ON THE SHOULDERS OF GIANTS 93 able
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ON THE SHOULDERS OF GIANTS 95 • T
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Group Dynamics ON THE SHOULDERS OF
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ON THE SHOULDERS OF GIANTS 99 early
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ON THE SHOULDERS OF GIANTS 101 Open
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ON THE SHOULDERS OF GIANTS 103 thre
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ON THE SHOULDERS OF GIANTS 105 Refe
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USING THE HRD AUDIT TO BUILD CONVER
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Why an HRD Audit? To get the best f
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∂ CHAPTER FIVE Competencies of OD
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COMPETENCIES OF OD PRACTITIONERS 13
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Table 5.4. Comparison of Competency
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Sectional Analysis Pooled Items Ana
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Table 5.5. Comparison of Final Comp
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ORGANIZATION DEVELOPMENT FROM THE V
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∂ PART TWO STEPS TO GUIDE PLANNED
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∂ CHAPTER NINE Pre-Launch David W
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∂ CHAPTER THIRTEEN Separation W.
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∂ CHAPTER FIFTEEN Person-Centered
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∂ CHAPTER SEVENTEEN Interventions
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∂ CHAPTER EIGHTEEN Whole System T
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∂ CHAPTER NINETEEN OD Through Int
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∂ PART FOUR SPECIAL ISSUES IN OD
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∂ CHAPTER TWENTY Global Organizat
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GLOBAL ORGANIZATION DEVELOPMENT 469
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∂ CHAPTER TWENTY-ONE ∂ Values,
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VALUES, ETHICS, AND PRACTICE IN THE
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∂ CHAPTER TWENTY-THREE Human Syst
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Technical Architecture TECHNOLOGY A
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∂ CHAPTER TWENTY-FIVE The Personh
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HOW PRACTITIONERS CAN GET IN THEIR
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∂ CHAPTER TWENTY-SIX Adding to th
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PERCEIVE The first step in slowing
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ADDING TO THE COMPLEXITY OF PERSONA
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PRACTICING INTERNAL OD 621 Traditio
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PRACTICING INTERNAL OD 625 OD pract
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PRACTICING INTERNAL OD 631 the OD r
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OUR WORK FOR THE TIMES IN WHICH WE
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Creativity OUR WORK FOR THE TIMES I
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APPENDIX I: A SELF-ASSESSMENT TOOL
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APPENDIX II: FUTURE OD PRACTICE AND
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∂ ABOUT THE EDITORS ∂ William J
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∂ ∂ ABOUT THE CONTRIBUTING AUTH
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ABOUT THE CONTRIBUTING AUTHORS 677
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∂ ABOUT THE SERIES EDITORS ∂ Wi
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∂ ABOUT THE BOARD MEMBERS ∂ Dav
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S SUBJECT INDEX S A Abilene Paradox
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SUBJECT INDEX 699 The Change Leader
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SUBJECT INDEX 701 behaviors, 335-33
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SUBJECT INDEX 703 external and, 642
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SUBJECT INDEX 705 newer contributio
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SUBJECT INDEX 707 Psychological rea
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SUBJECT INDEX 709 and creativity),
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NAME INDEX 711 Bickman, L., 346 Bie
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NAME INDEX 713 Halal, W., 428 Hall,
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NAME INDEX 715 Nakajima, A., 102 Ne
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NAME INDEX 717 Wilson, L., 506 Wils
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Pfeiffer Publications Guide This gu
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GAME A group activity that has the
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