Table of Contents
List of figures x
Introduction 1
Part 1 An OD practitioner's guide for Organization Development 5
Section 1 Od History and Theory Overview 7
01 What is OD? Its brief history 9
The goals, characteristics and definition of Organization Development 9
A brief history of OD 12
Critical founders who shaped the OD field 14
How the field got its name 16
Values that have informed OD practice 19
The role of the OD practitioner 21
Summary 23
02 Theories and Practices of OD: a theory overview 25
What are our practice building blocks? 25
The relationships between theory and research 26
Five core theoretical bases that shape OD practices 28
Dialogic OD 41
Methodological/practical implications of the theoretical perspectives 45
Summary 50
Section 2 Od Cycle of Work 53
03 Theories and Practices of OD: the OD cycle and the entry and contracting phase 56
Overview of the OD consultancy cycle - six key components 57
Phase 1 Entry - initial contact 60
Phase 2 Contracting 66
Summary 71
04 Theories and Practices of OD: the diagnostic phase 72
What is diagnosis in OD? What are the wider aims for the diagnostic process? 73
Summary of the tasks and skills required by the diagnostic process 75
A political consideration in managing the diagnostic phase 76
An outline of the different kinds of data you may need 79
Data collection methods and how to ensure that the data collection process achieves your aims 82
Data analysis - how to join different data together 84
Data feedback and action planning 86
Summary 89
05 Theories and Practices of OD: the intervention phase 90
Definition of intervention and the key criteria of OD intervention 91
Summary of the tasks and skills required in intervention 92
Cross-dimensional design of intervention - review of the three 'cubes of intervention' frameworks 92
Levels and types of interventions 98
Summary of cross-dimensional checklist based on concepts from the three cubes, levels and types of intervention 102
Building an intervention strategy - construction of criteria for effective intervention design 105
Summary 113
06 Theories and Practices of OD: the evaluation phase 115
What is evaluation and what are metrics? 116
Summary of the tasks and skills required for evaluation 116
OD perspectives on evaluation - evaluation in the OD cycle of work 118
How to build the culture of evaluation as an integrated part of our OD work 119
What does one measure and how? 125
The practicalities of estimating return on investment 133
Postscript: The value an internal OD department can offer an organization 138
Summary 143
Section 3 Od and Change 145
07 Living at the edge of chaos and change 151
What is the Newtonian Change Paradigm? 153
What are the differences between the traditional and complex adaptive models of change? 157
What are the implications of our change practice when operating at the edge of chaos? 158
Conclusion 159
A word about change vocabulary 161
08 Back room and front room change matters 163
Overview 163
Back room matters - macro level of change work 163
Front room matters (the people dimension and the engagement issue) 179
Conclusion 189
09 Can behavioural change be made easy? 191
Overview 191
Can behavioural change be made easy? Culture, patterns, behaviours 192
Four ways that offer alternative insights on how to do behavioural change 197
Conclusion - the practice implication for practitioners 218
Section 4 The Organization Development Practitioner 219
10 The Organization Development practitioner 221
The roles and tasks of OD practitioners 221
The concept of 'self as instrument' 223
The competence profile of the OD practitioner 228
The development journey that OD practitioners should engage in 232
The practice trademarks of OD 236
Summary 244
11 Power and politics and Organization Development 245
What do we mean by power and policies? Why are they relevant for OD practitioners? 247
Two faces of power - the work of McClelland 249
How power dynamics work within the organization - four theorists 250
The application of the use of power in three key OD activities 255
Using personal power more effectively to achieve greater impact 260
Summary 265
PostScript 267
Part 2 HR in relation to OD: practice examples 271
12 HR in relation to OD 273
Why is it important that HR 'gets' OD? 274
How well equipped is HR to be change agent? 277
A strategic agenda 279
How to get the 'licence to play'? 285
Building credibility 289
Conclusion 292
13 Organizational design 294
What is organization design (ODS)? 295
Challenges for the business 296
The changing held of ODS 298
The Star Model 299
An HR/OD approach to designing organizations 306
14 Managing transformational change 316
A turbulent backdrop 316
The challenges of profound change 317
Planned change philosophies and approaches 321
HR and transformational change 324
HR's role in changing cultures 332
About culture change 332
Training as an enabler of cultural integration 337
HR stimulating culture change 340
Conclusion 341
15 Building organizational agility and resilience 342
What is organizational agility? 343
Why are agility and resilience so elusive? 345
Unpacking organizational agility and resilience 346
A change-able, innovative culture 350
How can HR help build agility and resilience? 352
HR modelling agility 360
Conclusion 362
16 Building the context for employee engagement 363
What is employee engagement? 364
What motivates people to want to do a good job? 369
How can employers create the context for engagement? 372
Building trust and involvement 373
Maintaining engagement in times of change 377
Conclusion: building a more mutual employment relationship 383
17 Developing effective leadership 385
Defining leadership 386
HR's role in developing leaders 387
Equipping leaders for the task 389
HR exercising stewardship 401
Crafting a leadership development strategy 402
Conclusion 403
Postscript - Towards a better tomorrow 405
Focus on people and… 406
Culture and climate 408
References 412
Index 427
