About This Book

SUBJECT INDEX 703
external and, 642t–643t; competencies specific
to, 632–637; considering a career as,
639–641; described, 23; interview questions
asked of, 622e–623e; keys to successful,
624–625; organizational life cycle of, 629–630t,
631; positioning function of, 627–629; rules
for, 641e. See also OD consultants
Internal-design components: described,
423–424; model of, 422fig; reward-system
intervention example of, 431–432; structuraldesign
intervention example of, 430–431; STS
(sociotechnical systems) intervention example
of, 429
International Registry of Organization Development
Professionals and Organization Development
Handbook (OD Institute), 140
Interorganizational interventions, 319
Interpersonal/individual skills development:
NTL sessions on, 98–99; survey-feedbackbased
skill development, 99–100
Intervention Theory and Method (Argyris), 318
Interventions: as change phase, 48–49; coaching
as, 389–394; defining, 24–25; HRD audit
as OD, 127–132; Large Group, 101, 102; largesystem,
420–435; mentoring as, 387–389; OD
Cube, 319, 328fig; prior to data gathering,
368; team building, 474; theoretical basis for
person-focused, 378; training using a T-group
as, 382–387. See also Personal development
Interview (HRD audit), 122–123
Interviews: appreciative, 515; as assessment
method, 289e, 291; guidelines for, 292e–294e;
PMI (personal management interviews), 416;
qualitative evaluation using, 344; questions
asked of internal OD practitioners during,
622e–623e; radio and television, 219–220
Intimacy issues, 591
IODA (International Organization Development
Association), 475
J
Jick’s change model, 74–75
Johari Window, 587–588fig, 590, 599, 600–601
Joint optimization, 439
Joint ventures, 484
Journal writing, 601
Judgment, 614–615
K
KI Pembroke, 433
Knowledge capital: growing importance of, 12;
technology for enhancing organizational,
562–563
Kotter’s change model, 74–75
KPAs (key performance areas), 129
KPAs (key process areas), 117
Krygyzstan school system, 481
L
L&T (Larsen and Toubro), 113, 114–115
The Laboratory Method of Learning and Changing
(Benne, Bradford, Gibb, and Lippitt), 20
Laboratory training, 27, 30
Ladder of Inference, 478
Laissez-faire culture, 296e, 297
Lao Tsu, 382
Large Group Intervention, 101, 102
Large Group Interventions (Bunker and
Alban), 443
Large Scale Change, 94
Large-system interventions: characteristics of,
424–426; definition of, 420–421; internaldesign
component, 423–424, 428–432; organization-environment
relationship and,
421–423, 426–428; research on, 433–434;
types listed, 426
Launch phase: assessing organizations,
289–303; developing assessment/action planning
philosophy, 276; model for assessing
organizations/planning actions, 274–275e,
276; purpose of, 272–273; understanding
organizations, 276–289
Leaders. See Change management
Learning: action, 448–449; change used in
same context as, 20; moving toward strategic,
520–521; from one’s dreams, 601; self as
a laboratory for, 603; technology for enhancing,
562–563; WLP (workplace learning and
performance), 2, 34, 565
Learning communities, 565, 567t–569t
Lewin’s force field analysis, 87, 303, 390, 413
Lewin’s formula on behavior and environment,
376–377
“Listening to the City” project, 482–483
Live assessments, 290e, 294–295
Living systems, 20
Loving others, 604
“Low morale,” 515
M
Mapping, 245
March change, 12
Marketing OD: creating proposals that close
business, 229–230; determining your value
proposition for, 211–214; establishing conceptual
agreements, 228–229fig; establishing