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Organization DevelopmentChangeManagementInternational EditionORGANIZATION DEVELOPMENT ANDTRANSFORMATIONManaging Effective Change, 6th EditionBy Wendell French and Cecil H Bell of University of Washington andRobert A Zawacki, University of Colorado-Boulder2005 / 516 pagesISBN-13: 978-0-07-248167-9 / MHID: 0-07-248167-6ISBN-13: 978-0-07-124098-7 / MHID: 0-07-124098-5 [IE]Organization Development and Transformation is a paperbackcollection of 46 readings that focuses on how people functionwith and within organizations, and how to make the workingrelationship function best. This edition includes coverage of classicOD articles, coverage of topics such as self-directed teams,centers of excellence, and learning organizations.CONTENTSPART I MAPPING THE TERRITORY 1 What is Organizational Development?2 A History of Organization Development 3 General Strategies forEffecting Change in Human Systems 4 Toward Third-Wave Managingand Consulting 5 Organization Development and Transformation 6 MostInfluential Management Books of the 20th Century PART II FOUNDA-TIONS OF ORGANIZATION DEVELOPMENT AND TRANSFORMA-TION 7 The Field Approach: Culture and Group Life as Quasi-StationaryProcesses 8 Two-Person Disputes 9 Intervention Theory and Method10 Intergroup Problems in Organizations 11 Organizational Culture12 Sociotechnical System Principles and Guidelines: Past and PresentPART III FUNDAMENTAL INTERVENTIONS 13 Methods for FindingOut What’s Going On 14 Operation KPE: Developing a New Organization15 When Power Conflicts Trigger Team Spirit 16 Strategies forImproving Headquarters-Field Relations 17 Organization Mirror Interventions18 The Confrontation Meeting 19 Parallel Learning Structures20 Survey-Guided Development: Using Human Resources Measurementin Organizational Change PART IV CUTTING-EDGE CHANGESTRATEGIES 21 Successful Self-Directed Teams and Planned Change:A Lot in Common 22 Appreciative Inquiry: The New Frontier 23 FutureSearch: Acting on Common Ground in Organizations and Communities24 Meeting the Global Competitive Challenge: Building Systems ThatLearn on a Large Scale 25 Centers of Excellence: Empowering Peopleto Manage Change 26 Building a Learning Organization 27 Fast CycleOD: “Faster, Better, Cheaper” Catches up to Organization DevelopmentPART V IMPLEMENTATION GUIDELINES AND ISSUES 28 CreatingReadiness for Organizational Change 29 Defining a Political Model ofOrganizations 30 Functional Roles of Group Members 31 Choosingthe Depth of Organizational Intervention 32 Rules of Thumb for ChangeAgents 33 Shining a New Light on Organizational Change: ImprovingSelf-Efficacy Through Coaching PART VI EXAMPLES AND SPECIALSITUATIONS 34 Creating Successful Organization Change 35 ManagingOrganizational Transformations: Lessons from the Veterans HealthAdministration 36 Innovation in Whole Scale Change: Past, Present andFuture 37 Organization Development in the Entrepreneurial Firm 38 AreOrganizational Development Interventions Appropriate in TurnaroundSituations? PART VII CHALLENGES AND OPPORTUNITIES FOR THEFUTURE 39 An Interview with Peter Vaill 40 Ethics and OrganizationalChange 41 Powering Up Teams 42 Managing Discontinuities: TheEmerging Challenges 43 Seven Practices of Successful Organizations44 The New Agenda for Organization DevelopmentInternational EditionNEWMANAGING CHANGEText and Cases, 3rd EditionBy Todd Jick , Harvard Business School and Maury Peiperl, LondonBusiness School2007 (March 2007) / 512 pagesISBN-13: 978-0-07-310274-0 / MHID: 0-07-310274-1ISBN-13: 978-0-07-125424-3 / MHID: 0-07-125424-2 [IE](Deails unavailable at press time. Refer to old edition fordetails)International EditionMANAGING CHANGEBy Ian Palmer, Richard Dunford and Gib Akin, University ofVirginia—Charlottesville2006 / 416 pagesISBN-13: 978-0-07-249680-2 / MHID: 0-07-249680-0ISBN-13: 978-0-07-123838-0 / MHID: 0-07-123838-7 [IE]Managing Organizational Change, by Palmer/Dunford/Akin,provides managers with an awareness of the issues involvedin managing change, moving them beyond “one-best way” approachesand providing them with access to multiple perspectivesthat they can draw upon in order to enhance their successin producing organizational change. These multiple perspectivesprovide a theme for the text as well as a framework for the wayeach chapter outlines different options open to managers inhelping them to identify, in a reflective way, the actions andchoices open to them. The authors favor using multiple perspectivesto ensure that change managers are not trapped by a“one-best way” of approaching change which limits their optionsfor action. Changing organizations is as messy as it is exhilarating,as frustrating as it is satisfying, as muddling-through andcreative a process as it is a rational one. This book recognizesthese tensions for those involved in managing organizationalchange. Rather than pretend that they do not exist it confrontsthem head on, identifying why they are there, how they canbe managed and the limits they create for what the manager oforganizational change can achieve.CONTENTSChapter 1 Introduction: Stories of Change Chapter 2 Images of ManagingChange Chapter 3 Why Organizations Change Chapter 4 WhatChanges in Organizations Chapter 5 Diagnosis for Change Chapter 6Resistance to Change Chapter 7 Implementing Change: OrganizationDevelopment, Appreciative Inquiry and Sensemaking ApproachesChapter 8 Implementing Change: Change Management, Contingencyand Processual Approaches Chapter 9 Linking Vision and ChangeChapter 10 Strategies for Communicating Change Chapter 11 Skills forCommunicating Change Chapter 12 Consolidating Change93HED 2007 Management.indd 9310/5/2006 1:24:24 PM