Experiential Approach To Organization Development - Donald F. Harvey, Donald R. Brown - Paperback - NON-FICTION - ENGLISH - 9780131441682

Academic Level : Scholarly/Graduate Author : Donald R. Brown, Donald F. Harvey Binding : Paperback BISAC Subject : Business & Economics / Strategic Planning Book Type : NON-FICTION Dewey : 658.4/063 Edition : 7, Subsequent Language : ENGLISH LCCN : 2005000731 Library Subject : Ervaringsleren, Organisatieontwikkeling, Organizational change, Organizational effectiveness Pages : 502, xxiv, 502 p. : Physical Format : Consumable - Non-Institutional Place of Publication : United States Publication Date : 04/30/2005 Subject Development : Business Table of Contents Preface xix PART 1: ANTICIPATING CHANGE 1 (94) Organization Development and Reinventing the Organization 1 (32) The Challenge for Organizations 2 (1) What Is Organization Development? 3 (4) The Characteristics of Organization Development 4 (2) Why Organization Development? 6 (1) The Emergence of OD 7 (1) The Only Constant Is Change 7 (2) The Organization of the Future 7 (2) The Evolution of Organization Development 9 (1) NTL Laboratory-Training Methods 9 (1) Survey Research and Feedback 10 (1) The Extent of OD Applications 10 (1) Who Does Organization Development? 10 (1) The Organization Culture 11 (1) The Socialization Process 12 (2) New Employee Expectations 12 (1) Encounter Organization's Culture 13 (1) Adjustment to Cultural Norms 13 (1) Results 13 (1) Psychological Contracts 14 (1) A Model for Organizational Development 14 (3) Stage One: Anticipate a Need for Change 15 (1) Stage Two: Develop the Practitioner-Client Relationship 15 (1) Stage Three: The Diagnostic Phase 16 (1) Stage Four: Action Plans, Strategies, and Techniques 16 (1) Stage Five: Self-Renewal, Monitor, and Stabilize 16 (1) Continuous Improvement 17 (1) Summary 17 (1) Review Questions 18 (1) Key Words and Concepts 18 (1) OD Skills Simulation 1.1 Auditioning for the Saturday Night Live Guest Host Spot 19 (2) OD Skills Simulation 1.2 The Psychological Contract 21 (7) Case Analysis Guidelines 28 (1) Why Use Cases? 28 (1) Objectives of the Case Method 28 (1) How to Prepare a Case 28 (1) Case: TGIF 28 (3) Chapter 1 Endnotes 31 (2) Organization Renewal: The Challenge of Change 33 (34) The Challenges of Change 34 (1) Renewal 34 (1) Constant Change 35 (1) Organization Renewal: Adapting to Change 35 (4) Approaches to Change 37 (1) A Model of Adaptive Orientation 37 (1) Sluggish-Thermostat Management (Stable Environment, Low Adaptation) 37 (1) Satisficing Management (Stable Environment, High Adaptation) 38 (1) Reactive Management (Hyperturbulent Environment, Low Adaptation) 38 (1) Renewing/Transformational Management (Hyperturbulent Environment, High Adaptation 39 (1) The Systems Approach: Finding New Ways to Work Together 39 (3) The Organization as a System 40 (1) Open Systems 41 (1) The Sociotechnical System 42 (2) High-Performance Systems 44 (1) The Contingency Approach: No One Best Way 44 (1) Future Shock and Change 44 (4) Organization Transformation and Development 48 (1) OD: The Planned Change Process 48 (2) Individual Effectiveness 48 (1) Team Effectiveness 49 (1) Organization Effectiveness 49 (1) Summary 50 (1) Review Questions 50 (1) Key Words and Concepts 50 (2) OD Skills Simulation 2.1 OD Practitioner Behavior Profile I 52 (9) Case: The Nogo Railroad 61 (4) Chapter 2 Endnotes 65 (2) Changing the Culture 67 (28) Creating a Concept for Change 68 (1) Understanding Corporate Culture 68 (5) What Is Corporate Culture? 69 (2) The Corporate Culture and Success 71 (1) The Impact of Key Factors 72 (1) Cultural Resistance to Change 73 (1) Tools for Change 74 (2) Information 74 (1) Support 75 (1) Resources 75 (1) The Goals and Values of OD 76 (3) OD Professional Values and Ethics 77 (1) OD Implementation Issues 77 (1) Compatibility of Values 78 (1) Imposed Change 78 (1) Determining the Priority of the Goals 79 (1) Summary 79 (1) Review Questions 80 (1) Key Words and Concepts 80 (1) OD Skills Simulation 3.1 Downsizing: A Consensus-Seeking Activity 81 (8) Case: The Dim Lighting Co. 89 (3) Chapter 3 Endnotes 92 (3) PART 2: UNDERSTANDING THE OD PROCESS 95 (90) Role and Style of the OD Practitioner 95 (31) Haphazard versus Planned Change 96 (1) External and Internal Practitioners 97 (3) The External Practitioner 97 (1) The Internal Practitioner 98 (1) The External-Internal Practitioner Team 99 (1) OD Practitioner Styles 100 (3) The Stabilizer Style 100 (1) The Cheerleader Style 100 (1) The Analyzer Style 101 (1) The Persuader Style 101 (1) The Pathfinder Style 101 (2) The Intervention Process 103 (3) The Readiness of the Organization for OD 103 (1) The Intervention 103 (1) Who Is the Client? 104 (1) The OD Practitioner Role in the Intervention 104 (1) OD Practitioner Skills and Activities 105 (1) Forming the Practitioner-Client Relationship 106 (6) Initial Perceptions 107 (2) Practitioner Style Model 109 (1) Developing a Trust Relationship 110 (1) Creating a Climate for Change 110 (1) Practitioner-Client Relationship Modes 111 (1) The Formalization of Operating Ground Rules 112 (1) Red Flags in the Practitioner-Client Relationship 113 (1) The Level of Commitment to Change 113 (1) The Degree of Leverage or Power to Influence Change 113 (1) The Client's Manipulative Use of the Practitioner 113 (1) Summary 114 (1) Review Questions 114 (1) Key Words and Concepts 114 (1) OD Skills Simulation 4.1 Practitioner Style Matrix 115 (5) OD Skills Simulation 4.2 Conflict Styles 120 (2) OD Skills Simulation 4.3 Perception 122 (1) Case: The Grayson Chemical Company 123 (2) Chapter 4 Endnotes 125 (1) The Diagnostic Process 126 (29) Diagnosing Problem Areas 127 (1) What Is Diagnosis? 127 (4) The Process 129 (1) The Performance Gap 129 (2) The Data Collection Process 131 (5) The Definition of Objectives 132 (1) The Selection of Key Factors 132 (1) The Selection of a Data-Gathering Method 133 (3) The Implementation of Data Collection 136 (3) The Analysis of Data 137 (1) Evaluating the Effectiveness of Data Collection 138 (1) Diagnostic Models 139 (3) The Analytical Model 139 (1) The Emergent-Group Behavior Model 139 (1) The Management Practitioner Model 140 (1) The Sociotechnical Systems Model 140 (1) Cause Maps and Social Network Analysis Model 140 (1) The Force-Field Analysis Model 140 (2) Red Flags in the Diagnosis 142 (1) Confidentiality 142 (1) The Over-Diagnosis 142 (1) The Crisis Diagnosis 142 (1) The Threatening and Overwhelming Diagnosis 142 (1) The Practitioner's Favorite Diagnosis 142 (1) The Diagnosis of Symptoms 143 (1) Summary 143 (1) Review Questions 144 (1) Key Words and Concepts 144 (1) OD Skills Simulation 5.1 The Acquisition Decision 145 (7) Case: The Old Family Bank 152 (2) Chapter 5 Endnotes 154 (1) Overcoming Resistance to Change 155 (30) Change and Reinvent 156 (1) The Life Cycle of Resistance to Change 157 (2) Phase 1 157 (1) Phase 2 157 (1) Phase 3 157 (1) Phase 4 157 (1) Phase 5 157 (2) Leading Change 159 (1) Advocates of Change 159 (1) Degree of Change 159 (1) Time Frame 159 (1) Impact on Culture 160 (1) Evaluation of Change 160 (1) A Change Model 160 (1) Driving Forces toward Acceptance of a Change Program 161 (2) Dissatisfaction with the Present Situation 161 (1) External Pressures toward Change 161 (2) Momentum toward Change 163 (1) Motivation by Management 163 (1) Restraining Forces Blocking Implementation of Change Programs 163 (2) Uncertainty Regarding Change: ``The Comfort Zone'' 163 (1) Fear of the Unknown 164 (1) Disruption of Routine 164 (1) Loss of Existing Benefits: ``What's in It for Me?'' 164 (1) Threat to Security 164 (1) Threat to Position Power 164 (1) Redistribution of Power 165 (1) Disturb Existing Social Networks 165 (1) Conformity to Norms and Culture 165 (1) Driving Forces and Restraining Forces Act in Tandem 165 (1) Strategies to Lessen Resistance 165 (5) Education and Communication 166 (1) Create a Vision 167 (1) Participation of Members in the Change Program 168 (1) Facilitation and Support 168 (1) Negotiation, Agreement, and Politics 168 (1) Leadership 169 (1) Reward Systems 169 (1) Explicit and Implicit Coercion 170 (1) Climate Conducive to Communications 170 (1) Power Strategies 170 (1) Summary 170 (1) Review Questions 171 (1) Key Words and Concepts 171 (1) OD Skills Simulation 6.1 Downsizing in the Enigma Company 172 (5) OD Skills Simulation 6.2 Driving and Restraining Forces 177 (2) OD Skills Simulation 6.3 Strategies for Change 179 (1) Case: The Hexadecimal Company 180 (3) Chapter 6 Endnotes 183 (2) PART 3: DEVELOPING EXCELLENCE IN INDIVIDUALS 185 (96) Process Intervention Skills 185 (29) A New Paradigm 186 (1) Process Interventions 187 (1) Group Process 187 (4) Communications 188 (1) Member Roles and Functions 188 (1) Problem-Solving and Decision-Making 189 (1) Group Norms and Growth 189 (1) Leadership and Authority 190 (1) Types of Process Interventions 191 (3) Clarifying and Summarizing 191 (1) Synthesizing and Generalizing 191 (1) Probing and Questioning 192 (1) Listening 192 (1) Reflecting Feelings 192 (1) Providing Support, Coaching, and Counseling 192 (1) Modeling 192 (1) Setting the Agenda 192 (1) Feeding Back Observations 193 (1) Structural Suggestions 193 (1) Results of Process Interventions 194 (1) Summary 194 (1) Review Questions 195 (1) Key Words and Concepts 195 (1) OD Skills Simulation 7.1 Apex Oil Spill 196 (7) OD Skills Simulation 7.2 Trust Building 203 (5) OD Skills Simulation 7.3 Process Interventions 208 (2) Case: The OD Letters 210 (3) Chapter 7 Endnotes 213 (1) OD Intervention Strategies 214 (26) Organizational Change 215 (1) Basic Strategies to Change 215 (4) The Integration of Change Strategies 219 (2) Stream Analysis 221 (2) Selecting an OD Intervention 223 (2) The Major OD Intervention Techniques: An Overview 225 (1) Summary 226 (1) Review Questions 227 (1) Key Words and Concepts 227 (1) OD Skills Simulation 8.1 The Franklin Company 228 (7) Case: The Farm Bank 235 (3) Chapter 8 Endnotes 238 (2) Employee Empowerment and Interpersonal Interventions 240 (41) Empowering the Individual 241 (1) Employee Empowerment 241 (1) Laboratory Learning 242 (2) The Objectives of Laboratory Learning 243 (1) The Use of Laboratory Learning in OD Programs 243 (1) Results of Laboratory Learning 243 (1) Interpersonal Style: The Johari Window Model 244 (2) The Public Area 244 (1) The Blind Area 244 (1) The Closed Area 245 (1) The Unknown Area 245 (1) Transactional Analysis 246 (4) Structural Analysis 246 (1) Transactional Theory 247 (2) Psychological Positions and Scripts 249 (1) Authentic Communication and Relationships 249 (1) Career Life Planning Interventions 250 (1) Steps in a Typical Career Life Planning Program 250 (1) The Results of Career Life Planning 251 (1) Stress Management and Burnout 251 (7) Major Sources of Stress 252 (2) Job Burnout 254 (1) Stress Management Interventions and Coping with Stress 254 (1) Wellness Programs 254 (2) Relaxation Techniques 256 (1) Career Life Planning 257 (1) Stress Management Training 257 (1) Seminars on Job Burnout 257 (1) Results of Stress Management Interventions 257 (1) Summary 258 (1) Review Questions 258 (1) Key Words and Concepts 259 (1) OD Skills Simulation 9.1 SACOG 260 (7) OD Skills Simulation 9.2 Johari Window 267 (6) OD Skills Simulation 9.3 Career Life Planning 273 (1) Case: The Sundale Club 274 (3) Chapter 9 Endnotes 277 (4) PART 4: DEVELOPING HIGH PERFORMANCE IN TEAMS 281 (120) Team Development Interventions 281 (34) Organizing around Teams 281 (1) The Team Approach 282 (2) The Need for Team Development 284 (4) Categories of Team Interaction 285 (1) Operating Problems of Work Teams 286 (2) Cohesiveness and Groupthink 288 (1) The Purpose of Team Development 289 (1) The Team Development Process 290 (4) Step 1: Initiating the Team Development Meeting 291 (1) Step 2: Setting Objectives 291 (1) Step 3: Collecting Data 291 (1) Step 4: Planning the Meeting 291 (1) Step 5: Conducting the Meeting 291 (1) Step 6: Evaluating the Team Development Process 292 (1) Results of Team Development Meetings 292 (2) Outdoor Experiential Laboratory Training 294 (3) The Outdoor Lab Process 295 (1) Cautions When Using Outdoor Labs 296 (1) Results of Outdoor Labs 296 (1) Role Negotiation 297 (1) Role Analysis 297 (1) Summary 298 (1) Review Questions 299 (1) Key Words and Concepts 299 (1) OD Skills Simulation 10.1 Organization Task and Process 300 (6) OD Skills Simulation 10.2A Team Development 306 (3) OD Skills Simulation 10.2B Role Analysis Team Development 309 (1) Case: Steele Enterprises 310 (3) Chapter 10 Endnotes 313 (2) Intergroup Development Interventions 315 (30) Changing Relationships 316 (1) Collaboration and Conflict 317 (3) Intergroup Operating Problems 320 (3) Suboptimization 321 (1) Intergroup Competition 321 (1) Perceived Power Imbalance between Groups 322 (1) Role Conflict, Role Ambiguity 322 (1) Personality Conflict 322 (1) Cooperation versus Competition 323 (1) Managing Conflict 324 (5) Intergroup Techniques 325 (1) Third-Party Consultation 326 (1) Organization Mirror 327 (1) Intergroup Team Building 328 (1) Summary 329 (1) Review Questions 330 (1) Key Words and Concepts 330 (1) OD Skills Simulation 11.1 The Disarmament Game 331 (8) OD Skills Simulation 11.2 Intergroup Team Building 339 (1) Case: The Exley Chemical Company 340 (3) Chapter 11 Endnotes 343 (2) Goal Setting for Effective Organizations 345 (23) Goal Setting Can Drive the Bottom Line 346 (1) Goal-Setting Theory 346 (3) More Difficult Goals Produce Better Performance 347 (1) Specific Hard Goals Are Better Than ``Do Your Best'' Goals 347 (1) People May Abandon Goals If They Become Too Hard 347 (1) Participation in Setting Goals Increases Commitment and Attainment of Goals 347 (1) Feedback and Goals Improve Performance 347 (1) Individual Differences Tend Not to Affect Goal Setting 347 (1) Goal Setting in Teams Deserves Special Consideration 348 (1) Managerial Support Is Critical 348 (1) A Model for Goal Setting 349 (1) Results of Goal Setting 350 (1) Management by Objectives 350 (5) The Purposes of MBO Programs 351 (1) The MBO Process 351 (2) Criticisms of MBO 353 (1) The Results of MBO 354 (1) Summary 355 (1) Review Questions 355 (1) Key Words and Concepts 355 (1) OD Skills Simulation 12.1 Organization Goal Setting 356 (6) OD Skills Simulation 12.2 Managing by Objectives 362 (2) Case: Western Utilities Company 364 (2) Chapter 12 Endnotes 366 (2) Work Team Development 368 (33) Continuous Improvement Processes 369 (1) Job Design 370 (4) Job Enrichment Theory 370 (1) Job Characteristics Theory 371 (2) Results of Job Design Programs 373 (1) Total Quality Management (TQM) 374 (3) The Characteristics of TQM 374 (1) Quality 375 (1) Malcolm Baldridge National Quality Award 375 (2) Compatibility of TQM and OD 377 (1) Self-Managed Work Teams 377 (7) The Characteristics of Self-Managed Work Teams 378 (1) The Design of Jobs 379 (1) New Organizational Structures 380 (1) Management and Leadership Behavior 381 (1) The Reward System 382 (1) Role of Labor Unions 383 (1) Red Flags 383 (1) Results of Self-Managed Teams 383 (1) Summary 384 (1) Review Questions 385 (1) Key Words and Concepts 385 (1) OD Skills Simulation 13.1 Paper House Production 386 (6) OD Skills Simulation 13.2 TQM in the University Setting 392 (3) Case: Wengart Aircraft 395 (3) Chapter 13 Endnotes 398 (3) PART 5: DEVELOPING SUCCESS IN ORGANIZATIONS 401 (92) High-Performing Systems and the Learning Organization 401 (30) System-Wide Interventions 402 (1) Survey Research and Feedback 402 (2) The Steps in Survey Feedback 403 (1) The Results of Survey Research and Feedback 404 (1) The Learning Organizations 404 (3) Learning Organizations Are Pragmatic 404 (2) Core Values 406 (1) Characteristics of Learning Organizations 406 (1) Reengineering: A Radical Redesign 407 (1) System 4 Management 408 (2) High-Performing Systems (HPS) 410 (1) HPS Criteria 410 (1) HPS Characteristics 410 (1) The Grid OD Program 411 Phase 1: Grid Seminars 411 (1) Phase 2: Teamwork Development 412 (1) Phase 3: Intergroup Development 412 (1) Phase 4: Development of an Ideal Strategic Model 412 (1) Phase 5: Implementing the Ideal Strategic Model 412 (1) Phase 6: Systematic Critique 413 (1) The Results of Grid OD Programs 413 (1) The Third-Wave Organization xxx Flexibility 413 (1) Creativity 413 (1) Innovation 414 (1) Summary 415 (1) Review Questions 416 (1) Key Words and Concepts 416 (1) OD Skills Simulation 14.1 The Brentwood Division 417 (6) Case: Tucker Knox Corporation 423 (6) Chapter 14 Endnotes 429 (2) Organization Transformation and Strategic Change 431 (27) Strategy and Transformation 432 (1) Organization Transformation 433 (3) Directive Approaches to Change 433 (1) Strategies of Change 434 (2) The Corporate Culture 436 (7) The Strategy-Culture Fit 436 (1) Culture: A Definition 437 (1) Sharing the Vision 438 (1) Strong versus Weak Cultures 439 (1) The Strategy-Culture Matrix 439 (4) Strategic Change Management 443 (1) Changing the Corporate Culture 444 (1) Summary 445 (1) Review Questions 445 (1) Key Words and Concepts 445 (1) OD Skills Simulation 15.1 The Gentech Company 446 Case: The Space Electronics Corporation 445 (12) Chapter 15 Endnotes 457 (1) The Challenge and the Future for Organizations 458 (35) The Organizations of the Future 459 (1) Monitor and Stabilize Action Programs 460 (7) Feedback of Information 461 (1) Stabilization of Change 461 (1) Evaluation of OD Programs 462 (1) Termination of the Practitioner-Client Relationship 462 (1) Developing a Self-Renewal Capacity 463 (1) Termination and Disengagement from the Client System 463 (1) Some Conditions for Success of OD Efforts 464 (3) Emerging Issues and Values 467 (2) OD: Fad or Discipline? 467 (1) The Role of Values 468 (1) Future Trends in Organization Development 469 (2) Macrosystem Trends 470 (1) Interpersonal Trends 470 (1) Individual Trends 471 (1) The Future of OD 471 (2) Summary 473 (1) Review Questions 474 (1) Key Words and Concepts 474 (1) OD Skills Simulation 16.1 OD Practitioner Behavior Profile II 475 (7) OD Skills Simulation 16.2 The OD Practitioner 482 (1) The Bob Knowlton Case 483 (7) Chapter 16 Endnotes 490 (3) Index 493