Practicing Organization Development: A Guide for Leading Change (J-B O-D (Organizational Development))

707 Pages·2009·5.49 MB·English

by  William J. Rothwell

Essential resources for training and HR professionals Essential resources for training and HR professionals
PRACTICING ORGANIZATION DEVELOPMENT, THIRD EDITION
Building on its reputation as the most practical, comprehensive, useful, and clearly written P
handbook on organization development (OD), this new edition of Practicing Organization A R

Development has been thoroughly revised updated to refl ect the most recent developments G A
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in the fi eld. With contributions from leading OD practitioners and scholars, the book includes I
D C W I L L I A M J . R O T H W E L L
a review of the core elements of OD that offers new information on a variety of topics such E
T
as leadership transformation and development, questions of inquiry, multi-level strategic F
O
change, global compact, positive states of organizing, and OD’s role in creating a structure R I J A C Q U E L I N E M . S TAV R O S
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of belonging. L
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AD IN R O L A N D L . S U L L I VA N
Praise for the Third Edition of Practicing Organization Development I
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“Nowadays a good roadmap is needed to navigate all the roads and this book does a great A R I E L L E S U L L I VA N
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job of telling the reader of the variety of destinations that can be reached and how to reach H O
them . . . .this book is as complete a compendium on what OD is and can be as is currently A
N R E D I T O R S
available.” G
—Dr. Edgar H. Schein, Sloan Fellows Professor of E G

Management Emeritus, MIT Sloan School of Management A

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THE EDITORS
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William J. Rothwell is professor of human resource development of Learning and OT Z PRAC T IC I NG
H A
Performance Systems on the University Park campus of The Pennsylvania State Univer- W
sity. He is author and editor of more than 60 books, including the bestselling Mastering the EL T
Instructional Design Process from Pfeiffer. L I
• O
ORGANIZATION

Jacqueline M. Stavros is an associate professor for College of Management, ST N
Lawrence Technological University, where she teaches OD and change in graduate and A
V
doctorate programs. She is author and editor of more than 40 articles and books on Apprecia- R D
O
tive Inquiry, Sustainability, and Thin Book of SOAR: Building Strengths-Based Strategy. S E DEVELOPMENT

•
Roland L. Sullivan is founder of Sullivan Transformation Agents for more than 40 S V
years he has guided change processes around the world in virtually every major industry. He U E
L
is known for Whole System Transformation™. LI L
V O
Arielle Sullivan with a passion for change, studies Global Business at the University AN A G U I D E F O R L E A D I N G C H A N G E
P
of Iowa. •
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About This Book
Why is this topic important?
Organization development (OD) is about planned change. As change has turned into
the only constant, many managers and other people are pursuing change strategies
with vigor. OD is a major strategy with a process for leading and managing change at
the individual, group, intergroup, organizational, inter-organizational, and large sys-
tems levels. This book is about what it takes to be an effective change manager, change
leader, and OD practitioner.
What can you achieve with this book?
Simply stated, this book provides everything you need to think through on how to
function as a competent OD professional.
How is this book organized?
The book is organized into fi ve parts. Part One consists of Chapters One through Seven
and is entitled “Foundations.” It includes information on key terms and defi nitions,
models, origins of OD, practitioner competencies, mindful leadership, and post- modern
OD: Appreciative Inquiry. Part Two consists of Chapters Eight through Twelve and is
entitled “OD Process to Guide Change.” This section covers marketing, pre-launch,
launch, implementation, evaluation, and separation. Part Three consists of Chapters
Thirteen through Eighteen and is entitled “Levels and Types of Change.” In it we discuss
the issue of organization culture and interventions across various levels: individual,
team, large systems, whole system, and inter-level. Part Four addresses “Special I ssues
in OD”: global OD, positive states of organizing, sustainability, organization design,
mergers and acquisitions, values, ethics, human systems dynamics, technology, trans-
formational learning journeys, strategic change and fi tness, HR-OD audits, Gestalt
theory and approach, whole system transformation, and other issues.
The book concludes with Part Five: “The Future of Organization Development,” with
insights from our contributors, the movement toward dialogic OD, and the role of the
OD practitioner. The book’s website offers a variety of supplementary information,
including a self-assessment tool for OD competencies, reproducible slides, podcasts,
articles to support chapters, syllabi, and resource lists.
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William J. Rothwell dedicates this book to his beloved wife Marcelina, his
daughter Candy, his son Froilan, and his grandson Aden.
Jacqueline M. Stavros dedicates this book to her husband Paul, her children
Ally and Adam, and her parents, students, and mentors David Cooperrider,
Dan Saint, Jane Seiling, and Jane Watkins, who unconditionally support and
provide guidance.
Roland Sullivan dedicates this book to his brother, Thomas, and centric
mentors: Dr. Sivananda of Rishikesh, Dr. Jack Gibb, Richard Beckhard, Dr. Bob
Tannenbaum, Ms. Kathleen Dannemiler, and Dr. David Cooperrider.
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∂ ∂
Practicing Organization
Development
A Guide for Leading Change
A Third Edition
Edited by
William J. Rothwell
Jacqueline M. Stavros
Roland L. Sullivan
Arielle Sullivan
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Copyright © 2010 by John Wiley and Sons, Inc. All Rights Reserved.
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Library of Congress Cataloging-in-Publication Data
Practicing organization development: a guide for leading change / edited by
William J. Rothwell ... [et al.]. — 3rd ed.
p. cm.
Includes bibliographical references and index.
Summary: “Completely revised, this new edition of the classic book offers contributions from experts in the
fi eld (Warner Burke, Chris Worley, David Jamieson, Kim Cameron, Michael Beer, Edgar Schein, Gibb Dyer,
and) and provides a road map through each episode of change facilitation. This updated edition features new
chapters on positive change, leadership transformation, sustainability, and globalization. In addition, it includes
exhibits, activities, instruments, and case studies, as well as an instructor’s guide and supplemental materials
on accompanying Website. This resource is written for OD practitioners, consultants, and scholars”—Provided
by publisher.
ISBN 978-0-470-40544-4 (hardback)
1. Organizational change—Management. 2. Business consultants—Handbooks, manuals, etc.
I. Rothwell, William J.
HD58.8.P7 2010
658.4'063—dc22
2009027721
Acquiring Editor: Matthew Davis Editorial Assistant: Lindsay Morton
Director of Development: Kathleen Manufacturing Supervisor: Becky Morgan
Dolan Davies
Production Editor: Dawn Kilgore
Editor: Rebecca Taff
Printed in the United States of America
Printing 10 9 8 7 6 5 4 3 2 1
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∂ ∂
CONTENTS
List of Figures, Tables, and Exhibits xi
Acknowledgments xv
Foreword xvii
Introduction 1
PART ONE: FOUNDATIONS 9
1. Organization Development and Change 11
William J. Rothwell, Jacqueline M. Stavros, and Roland L. Sullivan
2. Change Process and Models 43
William J. Rothwell and Roland L. Sullivan
3. On the Shoulders of Giants: The Origins of OD 71
John J. Scherer and Billie T. Alban
4. Building Convergence Between Human Resource
Management and OD 94
William J. Rothwell
5. Competencies of OD Practitioners 107
Christopher G. Worley, William J. Rothwell, and Roland L. Sullivan
6. Mindful Leadership Development: Assessing
Self for Leading Change 136
Jacqueline M. Stavros and Jane Galloway Seiling
vii
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viii CONTENTS
7. Appreciative Inquiry: OD in the Post-Modern Age 158
Jane Magruder Watkins and Jacqueline M. Stavros
PART TWO: OD PROCESS TO GUIDE CHANGE 183
8. Entry: Marketing and Positioning OD 185
Alan Weiss
9. Front-End Work: Effectively Engaging with the Client System 204
David W. Jamieson
10. Launch: Assessment, Action Planning, and Implementation 234
D.D. Warrick
11. Situational Evaluation 269
Steven H. Cady, Julie Auger, and Marguerite Foxon
12. Closure: Freeing Up Energy to Move Forward 287
Ann M. Van Eron and W. Warner Burke
PART THREE: LEVELS AND TYPES OF CHANGE 299
13. Taking Organization Culture Seriously 301
Edgar Schein
14. Individual Development in OD: Human-Centric Interventions 312
Udai Pareek, Lynnea Brinkerhoff, John J. Scherer, and Rick Flath
15. Team Building and the Four Cs of Team Performance 329
W. Gibb Dyer and Jeffrey H. Dyer
16. Interventions in Large Systems 345
Thomas G. Cummings and Ann E. Feyerherm
17. Whole System Change: What It Is and Why It Matters 363
Emily Axelrod, Steven H. Cady, and Peggy Holman
18. SOAR: Linking Strategy and OD to Sustainable Performance 377
Jacqueline M. Stavros and Daniel K. Saint
PART FOUR: SPECIAL ISSUES IN OD 395
19. Positive Organizational Change: What the Field of
POS Offers to OD Practitioners 397
David S. Bright and Kim Cameron
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