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Construction Approaches

Organizations as Systems

The Value of Systems Theory for OD Practitioners

Models of Organizational Change Consistent With a Systems Theory Approach

➡ Profiles in Organization Development W. Warner

Burke

Organizations as Socially Constructed

The Value of the Social Construction Approach for OD Practitioners

Approaches to Organizational Change Consistent With a Social Construction Perspective

New Paradigms in OD

Summary

Questions for Discussion

For Further Reading

Exercise: Using Organizational Change Models

➡ Case Study 3: “I Just Can’t Work With Her:” Team

Conflict in the Northeast Sales Division

Chapter 5 • The Organization Development Practitioner and the OD Process

The Consulting Relationship and Types of Consulting Expert Model

Doctor–Patient Model

Mechanic Model

The Organization Development Consulting Model

OD Practitioners: Who Are They and Where Do They Work?

Internal Versus External Consulting: Advantages and Disadvantages

➡ Profiles in Organization Development Matt Minahan

Ethical Issues for Internal and External Consultants

The Organization Development Consulting Profession

Becoming an OD Consultant

Skills and Competencies for OD Consultants

The OD Consulting Process and Action Research

A Dialogic Approach to OD

➡ Profiles in Organization Development Gervase R.

Chapter 10 • Individual Interventions

Individual Change and Reactions to Change

Individual Instruments and Assessments

The Myers-Briggs Type Indicator

Coaching

➡ Profiles in Organization Development Judith H. Katz

Mentoring

360 Feedback

Career Planning and Development

The Classic View: Stages of the Career

The Contemporary View: Boundaryless Careers

Choosing a Career Direction and Identifying Work Interests

Setting Career Goals

Developing Career Transitions and New Employment

Relationships

Summary

Questions for Discussion

For Further Reading

Exercise: Individual Intervention (Coaching)

➡ Case Study 6: Individual Type Styles at the Parks Department

Chapter 11 • Team Interventions

Defining Teams

What Makes a Successful Team?

Special Types of Teams

Self-Directed Work Teams

Virtual Teams

Cross-Functional Teams

Team Development

Team-Building Interventions

What Is Team Building?

Data Gathering for Team Interventions

➡ Profiles in Organization Development Dick Axelrod

➡ Profiles in Organization Development Emily M.

Axelrod

Team Start-Up and Transition Meetings

Confrontation Meetings

Dimensions of Global Cultural Difference

Power Distance

Uncertainty Avoidance

Individualism–Collectivism

Masculinity–Femininity

Short-Term–Long-Term Orientation

Indulgence–Restraint

OD Values, Interventions, and Culture

➡ Profiles in Organization Development Peter F. Sorensen, Jr.

Case Examples and Research Findings

China

Hong Kong

Japan

Taiwan

India

Africa and the Middle East

Ghana

Egypt

South Africa

Latin America

United Kingdom and Ireland

Beyond Single Cultures: Multicultural OD

➡ Profiles in Organization Development Therese Yaeger Advice for the Global OD Practitioner

Summary

Questions for Discussion For Further Reading

➡ Case Study 10: A Global Partnership at GFAC

Consulting

Chapter 16 • The Future of Organization Development

Increasing Complexity of Change

Changing Workforce Demographics

Changing Nature of Work

The Current State of OD: Strengths, Weaknesses, and Opportunities

Profiles in Organization Development Allan H. Church

Strengths of OD Practice Today

Weaknesses in OD Practice Today

Opportunities for OD in the Future

Conclusion: The Future of OD

Summary

Questions for Discussion For Further Reading

References

Author Index

Subject Index

About the Author

Preface

In 2018, the World Economic Forum issued its Future of Jobs Report. Perhaps not surprisingly, the report noted an increase in jobs focused on robotics and automation, Big Data, artificial intelligence, and data science, whereas it also noted that jobs focused on data entry and factory work will likely be in decline. The report authors predicted that more than half of all jobs will require significant reskilling by 2022, making lifelong learning an increasing necessity. Yet against the backdrop of this focus on technology, the report authors also made a specific mention of the increasing influence of the field of organization development (OD). The report concluded:

Also expected to grow are roles that leverage distinctively “human” skills, such as . . . Training and Development, People and Culture, and Organizational Development Specialists (World Economic Forum, 2018, p. viii).

It seems that every few years, the field of organization development (OD) finds itself at a crossroads. Some feel that the field has strayed too far from its founding humanistic values of democracy, diversity, autonomy, collaboration, and choice. They argue that OD is in danger of being diluted or collapsed into human resources roles, leadership development, and talent management. Others feel that the “touchy feely” old values deserve a fresh update and that OD practitioners have a great deal to contribute to organizational efficiency, effectiveness, and enhanced performance in ways that helps both organization and individual. They see the role of the practitioner as a business adviser who can incorporate humanistic values without being hypocritical.

I wrote (and continue to update) this book because, like the World Economic Forum, I firmly believe that OD as a field of research and practice has much to offer to people in contemporary organizations who are struggling with an incredible amount of change. Old management styles no longer fit the needs

Exercises and Activities

Many chapters contain exercises, activities, and role plays that can be used to practice skills and apply concepts developed in several chapters of the book. This chart details which exercises and activities accompany which chapter and topic.

Instructor Teaching Site

A password-protected instructor’s manual is available at edge.sagepub.com/andersonod5e to help instructors plan and teach their courses. These resources have been designed to help instructors make the classes as practical and interesting as possible for students.

An Overview for the Instructor offers the author’s insights on how to most effectively use this book in a course on organization development and change.

PowerPoint Slides capture key concepts and terms for each chapter for use in lectures and review.

Case Epilogues provide additional information about the organizations or scenarios featured in the text.

Discussion Questions suggest additional topics to engage students during classroom discussions and activities.

Sample Course Syllabi provide models for structuring your course.

A Test Bank includes multiple-choice, short-answer, and essay exam questions for each chapter.

Video Resources for each chapter help launch class discussion.

This text is accompanied by Cases and Exercises in Organization Development & Change, Second Edition (ISBN 978–1-5063–4447–8), which follows the same chapter organization as this text. A bundle of this text with the cases and exercises book is also available.

city council or school board.

All of this is to demonstrate what you already know intuitively, that we spend a great deal of our lives working in, connected to, and affected by organizations. Some of these organizations function quite well, whereas others struggle. Some are quite rewarding environments in which to work or participate, but in others, organizational members are frustrated, neglected, and disengaged.

The purpose of this book is to introduce you to the field of organization development, an area of academic study and professional practice focused on making organizations better that is, more effective and productive and at the same time more rewarding, satisfying, and engaging places in which to work and participate. By learning about the field of organization development and the process by which it is conducted, you will be a more effective change agent inside the organizations to which you belong.

Organization Development Defined

Organization development (OD) is an interdisciplinary field with contributions from business, industrial/organizational psychology, human resources management, communication, sociology, and many other disciplines. Not surprisingly, for a field with such diverse intellectual roots, there are many definitions of organization development. Definitions can be illuminating, as they point us in a direction and provide a shared context for mutual discussion, but they can also be constraining, as certain concepts are inevitably left out, with boundaries drawn to exclude some activities. What counts as OD thus depends on the practitioner and the definition, and these definitions have changed over time. In a study of 27 definitions of organization development published since 1969, Egan (2002) found that there were as many as 60 different variables listed in those definitions. Nonetheless, there are some points on which definitions converge.

One of the most frequently cited definitions of OD comes from Richard Beckhard (1969), an early leader in the field of OD:

Organization development is an effort (1) planned, (2) organizationwide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s “processes,” using behavioralscience knowledge. (p. 9)

Beckhard’s definition has many points that have survived the test of time, including his emphasis on organizational effectiveness, the use of behavioral science knowledge, and the inclusion of planned interventions in the organization’s functions. Some critique this definition, however, for its emphasis on planned change (many organizational changes, and thus OD efforts, are in response to environmental threats that are not so neatly planned) and its emphasis on the need to drive organizational change through top management. Many contemporary OD activities do not necessarily happen at the top management level, as increasingly organizations are

Change is also required of individuals. Employees learn new skills as jobs change or are eliminated. Organizational members are expected to quickly and flexibly adapt to the newest direction. Best-selling business books such as Who Moved My Cheese? teach lessons in ensuring that one’s skills are current and that being comfortable and reluctant to adapt is a fatal flaw. Leaders today need to adapt to matrix organizational structures and new participative styles of leadership rather than old hierarchical patterns and command and control leadership (Holbeche, 2015). For organizational members, change can be enlightening and exciting, and it can be hurtful, stressful, and frustrating.

Whether or not we agree with the values behind “change as a constant,” it is likely to continue for the foreseeable future. Whereas some decry an overabundance of change in organizations (Zorn, Christensen, & Cheney, 1999), others note that it is the defining characteristic of the current era in organizations and that becoming competent at organizational change is a necessary and distinguishing characteristic of successful organizations (Lawler & Worley, 2006).

There are, however, more and less effective ways to manage change. Creating and managing change in order to create higher-performing organizations in which individuals can grow and develop is a central theme of the field of OD. When we speak of organization development, we are referring to the management of certain kinds of these changes, especially how people implement and are affected by them.