ORGANIZATIONDEVB.OPMENT

The Process of LeadingOrganizational Change

DONALD L ANDERSONUniversity of Denver

®SAGELos Angeles * London • New Delhi • Singapore • Washington DC

Contents

Preface ix

1. What Is Organization Development? 1Organization Development Defined 2Change Is a Constant Pressure 3What Organization Development Looks Like 4What Organization Development Is Not 8Who This Book Is For 10Overview of the Book 10Analyzing Case Studies 12Summary 14

2. History of Organization Development 15Laboratory Training and T-Groups 16Action Research and Survey Feedback 18Management Practices 21Quality and Employee Involvement 24Organizational Culture 26Change Management, Strategic Change, and Reengineering 28Organizational Learning 29Organizational Effectiveness and Employee Engagement 31Summary 32

3. Core Values and Ethics of Organization Development 35Defining Values 36Why Are Values Important to the OD Practitioner? 36Core Values of Organization Development 37Changes to OD Values Over Time and the Values Debate 43Challenges to Holding Organization Development Values 45Statement of Organization Development Ethics 46Summary 46Appendix 48

CASE STUDY 1: ANALYZING OPPORTUNITIES FOR ORGANIZATION

DEVELOPMENT WORK AT NORTHERN COUNTY LEGAL SERVICES 55

4. Foundations of Organizational Change 59Levels and Characteristics of Organizational Change 61Models of Organizational Change: Systems Theory

and Social Construction Approaches 62Organizations as Systems 62Organizations as Socially Constructed . 74Summary 81

5. The Organization Development Practitionerand the Consulting Process 83

The Consulting Relationship and Types of Consulting 84The Organization Development Consulting Model 86OD Practitioners: Who Are They and Where Do They Work? 88The Organization Development Consulting Profession 91The OD Consulting Process and Action Research 93Summary 98

6. Entry and Contracting 101Entry 102Contracting 105Summary 116

7. Data Gathering 117The Importance of Data Gathering 118Presenting Problems and Underlying Problems 119Data Gathering Process 120Data Gathering Methods 120Creating a Data Gathering Strategy and Proposing an Approach 137Ethical Issues With Data Gathering 141Summary 141

CASE STUDY 2: PROPOSING A DATA GATHERING STRATEGY AT AEROTECH, INC. 143

8. Diagnosis and Feedback 149Diagnosis: Discovery, Assessment, Analysis, and Interpretation 150Finding Patterns by Analyzing Data 152Interpreting Data 158Selecting and Prioritizing Themes 159Feedback 161Recognizing Resistance 163Ethical Issues With Diagnosis and Giving Feedback 166Summary 167

CASE STUDY 3: SORTING THROUGH

THE DATA FROM LOGAN ELEMENTARY SCHOOL 169

9. An Introduction to Interventions 173Interventions Defined 175Why Interventions Fail 176

Considerations in Selecting the RightIntervention Strategy ,- 180

Structuring and Planning Interventions for Success 185The Change Agent's Role in the Intervention 188Ethical Issues With Interventions 189Overview of Intervention Techniques 190Summary 190

10. Individual Interventions 193Individual Change and Reactions to Change 194Individual Instruments and Assessments 196Coaching 200Mentoring 203360 Feedback 204Career Planning and Development 206Summary 210

CASE STUDY 4: REORGANIZING HUMAN RESOURCES AT ASP SOFTWARE 211

11. Team Interventions 217Defining Teams 218What Makes a Successful Team? 219Special Types of Teams 220Team Development 224Team-Building Interventions 224Intergroup Interventions 243Summary 248

CASE STUDY 5: SOLVING TEAM CHALLENGES AT DOCSYSTEMS BILLING, INC. 250

12. Whole Organization andMultiple Organization Interventions 259

Characteristics of Contemporary Large-Scale Interventions 261Organizational Culture Assessment and Change 262Organization Design and Structure 265Directional Interventions 275Quality and Productivity Interventions 285Mergers and Acquisitions 289Transorganization or Interorganization Development 293Summary 295

CASE STUDY 6: THE FUTURE OF THE CROSSROADS CENTER 298

13. Sustaining Change, Evaluating,and Ending an Engagement 303

Sustaining Change After the Intervention 304Evaluation 309Ending an Engagement: Separation and Exit 315Summary 317

14. The Future of Organization DevelopmentIncreasing Complexity of ChangeGlobalizationChanging Workforce DemographicsChanging Nature of WorkThe Current State of OD:

Strengths, Weaknesses, and OpportunitiesSummary

References

Index

About the Author

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