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454 PRACTICING ORGANIZATION DEVELOPMENT, 2ND EDITION As organizations evolve, they tend to shift into a more mechanistic mode of thinking in response to their operating environment. We often see this happening at a time when a founding leader (such as Steve Jobs) is replaced. The board will often pick a successor who will be more “orderly,” less “entrepreneurial and uncontrolled.” Frequently, these pressures result in the loss of the originating identity of the organization, however. Our challenge is not to attempt to alter the environment, but rather to uncover, release, and unleash the shared organizational identity that has existed from the beginning. We cannot think globally without thinking whole system. The notion of “find and fix” was for the last century; this century the idea is to “see the need for change and help make it happen.” The truths presented in this chapter provide an array of hues to incorporate into the underpinnings of a new generation of leaders, consultants, and educators in OD. You can use these colors as the foundation for beginning a successful transformation and include your own experience and attributions in order to move ahead. As you look to the future in terms of research and collaborative thinking on whole system transformation, go outside the box and broaden your domain of interest. There are new thinkers emerging, methods from diverse fields being developed, and whole new applications being explored. A broader framework is in order—one that truly capitalizes on what each of us and all of us know . . . and reaches out to these new and emerging areas of interest. It is extraordinarily important to stand on the shoulders of those who have gone before you, utilizing what has been learned as a basis for what you will do in the future. It is equally important to leap from those shoulders into the 21st Century to create your own truths, your own “truths for change.” Yours will be the shoulders from which the 22nd Century practitioner, scholar, and student will leap. ∂ Note from Steve Cady Kathie Dannemiller passed away on December 26, 2003. She was and continues to be one very important love of my life . . . mentor, friend, and provocateur. I would like to share a short story that is the essence of Kathie and relevant to the title of this chapter. Kathie wanted to use the word “truths” and I fought her on it. I felt it was arrogant to suggest that we know the truth. Kathie was adamant, “They are truths . . . they are what they are and that is why they are truths.” I, however, prevailed and we agreed on a different focus and title. Today, as I finish the rewrite on this chapter, I realize that she was right and have changed the title back to “truths.” We are not arrogant for stating these as truths; rather we are honoring the work of the founders by seeing the wisdom in their work. Hence, these truths are true and I am so glad Kathie is still with me today . . . prodding in whispering ways. Thanks, Kathie.
WHOLE SYSTEM TRANSFORMATION 455 References Arena, M. (2002). Contemplative leadership: Change within change. Unpublished paper presented at the Smithsonian Institute. Axelrod, E.M., & Axelrod, R.H. (2000). Collaborating for change: The conference model. San Francisco: Berrett-Koehler. Bunker, B.B., & Alban, B.T. (1997). Large-group interventions: Engaging the whole system for rapid change. San Francisco: Jossey-Bass. Cooperrider, D.L., & Whitney, D. (1999). Appreciative inquiry: Collaborating for change. In P. Holman & T. Devane (Eds.), The change handbook. San Francisco: Berrett-Koehler. Dannemiller Tyson Associates, Inc. (2000). Whole-scale change: Unleashing the magic in organizations. San Francisco: Berrett-Koehler. Deming, W.E. (2000). Out of the crisis. Cambridge, MA: MIT Center for Advanced Engineering Study. Holman, P., & Devane, T. (1999). The change handbook. San Francisco: Berrett-Koehler. Kleiner, A. (1996). The age of heretics. New York: Doubleday. Lewin, K. (1951). Field theory in social science. New York: Harper & Row. Lippitt, R. (1980). Choosing the future you prefer. Washington, DC: Development Publishers. Owen, H. (2000). The power of spirit: How organizations transform. San Francisco: Berrett-Koehler. Peters, T.J., & Waterman, R.H. (1982). In search of excellence: Lessons from America’s best-run companies. New York: Warner <strong>Book</strong>s. Trist, E. (1981). The evolution of sociotechnical systems. In A. Van de Ven & W. Joyce (Eds.), Perspectives on organizational design and behavior. New York: Wiley- Interscience. Vygtosky, L.S. (1978). Mind in society. Cambridge, MA: Harvard University Press. Waterman, R.H. (1987). The renewal factor: How the best get and keep the competitive edge. New York: Bantam <strong>Book</strong>s. Weisbord, M., & Janoff, S. (1995). Future search—An action guide to finding common ground in organizations & communities. San Francisco: Berrett-Koehler. Weisbord, M., & Janoff, A. (1999). Future search: Acting on common ground in organizations and communities. In P. Holman & T. Devane (Eds.), The change handbook: Group methods for shaping our future. San Francisco: Berrett-Koehler.
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About This Book Why is this topic i
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Other Practicing Organization Devel
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Copyright © 2005 by John Wiley & S
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VIII CONTENTS 5. Competencies of OD
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∂ CONTENTS OF THE CD-ROM ∂ I. P
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∂ ∂ LIST OF EXHIBITS, FIGURES,
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XIV LIST OF EXHIBITS, FIGURES, AND
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∂ ACKNOWLEGMENTS ∂ No book is t
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XX BOARD STATEMENT one method of or
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∂ FOREWORD ∂ OD: A PROMISE YET
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FOREWORD XXV have taken on the rhet
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FOREWORD XXVII join them into an in
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2 PRACTICING ORGANIZATION DEVELOPME
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∂ CHAPTER ONE Organization Develo
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ORGANIZATION DEVELOPMENT 11 Exhibit
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ORGANIZATION DEVELOPMENT 13 change
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ORGANIZATION DEVELOPMENT 15 is a re
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ORGANIZATION DEVELOPMENT 17 deal wi
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ORGANIZATION DEVELOPMENT 19 • Org
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ORGANIZATION DEVELOPMENT 21 OD is n
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ORGANIZATION DEVELOPMENT 23 • Gam
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ORGANIZATION DEVELOPMENT 25 Many pe
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ORGANIZATION DEVELOPMENT 27 Systems
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ORGANIZATION DEVELOPMENT 29 System
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ORGANIZATION DEVELOPMENT 31 Exhibit
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ORGANIZATION DEVELOPMENT 33 9. Ever
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ORGANIZATION DEVELOPMENT 35 SUMMARY
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ORGANIZATION DEVELOPMENT 37 Clardy,
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∂ CHAPTER TWO Models for Change W
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MODELS FOR CHANGE 41 Exhibit 2.1. T
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MODELS FOR CHANGE 43 As a process,
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MODELS FOR CHANGE 45 the leader of
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MODELS FOR CHANGE 47 process makes
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MODELS FOR CHANGE 49 Interventions
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MODELS FOR CHANGE 51 The consultant
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MODELS FOR CHANGE 53 Applying AI th
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MODELS FOR CHANGE 55 Anderson and A
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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 63 conversations
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MODELS FOR CHANGE 65 use in breakou
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MODELS FOR CHANGE 67 • Together c
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MODELS FOR CHANGE 69 Peter Block (2
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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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∂ PART TWO STEPS TO GUIDE PLANNED
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212 PRACTICING ORGANIZATION DEVELOP
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∂ CHAPTER NINE Pre-Launch David W
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VALUES, ETHICS, AND PRACTICE IN THE
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BRINGING EVERY MIND INTO THE GAME T
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∂ CHAPTER TWENTY-THREE Human Syst
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HUMAN SYSTEMS DYNAMICS 541 communit
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HUMAN SYSTEMS DYNAMICS 543 These ch
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HUMAN SYSTEMS DYNAMICS 547 The abil
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HUMAN SYSTEMS DYNAMICS 549 Referenc
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TECHNOLOGY AND ORGANIZATION DEVELOP
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Affinity Networks Learning Communit
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Technical Architecture TECHNOLOGY A
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∂ CHAPTER TWENTY-FIVE The Personh
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THE PERSONHOOD OF THE CONSULTANT 58
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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 623 15. With
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PRACTICING INTERNAL OD 625 OD pract
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PRACTICING INTERNAL OD 627 provide
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PRACTICING INTERNAL OD 629 • An e
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PRACTICING INTERNAL OD 631 the OD r
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PRACTICING INTERNAL OD 633 those re
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PRACTICING INTERNAL OD 635 Competen
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PRACTICING INTERNAL OD 641 Last, it
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PRACTICING INTERNAL OD 643 SIMILARI
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PRACTICING INTERNAL OD 645 Henning,
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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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