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Experiential Approach to Organization Development

by: Brown, Donald R

Experiential Approach to Organization Development

by: Brown, Donald R

ISBN 13:
9780131441682
ISBN 10:
013144168X
Edition: 7th
Format: Paperback
Copyright: 01/01/2011
Publisher: Pearson College Div
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Summary

For courses in Organization Development, Organizational Behavior and Organizational Change. An Experiential Approach to Organization Development provides both a conceptual and experiential approach to the study of Organizational Development with a focus on developing interpersonal skills. It gives students a comprehensive, realistic, innovative, and practical introduction to the field, which makes it the most student friendly text on the market.

Preface

xix

PART 1: ANTICIPATING CHANGE

(94)

Organization Development and Reinventing the Organization

(32)

The Challenge for Organizations

(1)

What Is Organization Development?

(4)

The Characteristics of Organization Development

(2)

Why Organization Development?

(1)

The Emergence of OD

(1)

The Only Constant Is Change

(2)

The Organization of the Future

(2)

The Evolution of Organization Development

(1)

NTL Laboratory-Training Methods

(1)

Survey Research and Feedback

(1)

The Extent of OD Applications

(1)

Who Does Organization Development?

(1)

The Organization Culture

(1)

The Socialization Process

(2)

New Employee Expectations

(1)

Encounter Organization's Culture

(1)

Adjustment to Cultural Norms

(1)

Results

(1)

Psychological Contracts

(1)

A Model for Organizational Development

(3)

Stage One: Anticipate a Need for Change

(1)

Stage Two: Develop the Practitioner-Client Relationship

(1)

Stage Three: The Diagnostic Phase

(1)

Stage Four: Action Plans, Strategies, and Techniques

(1)

Stage Five: Self-Renewal, Monitor, and Stabilize

(1)

Continuous Improvement

(1)

Summary

(1)

Review Questions

(1)

Key Words and Concepts

(1)

OD Skills Simulation 1.1 Auditioning for the Saturday Night Live Guest Host Spot

(2)

OD Skills Simulation 1.2 The Psychological Contract

(7)

Case Analysis Guidelines

(1)

Why Use Cases?

(1)

Objectives of the Case Method

(1)

How to Prepare a Case

(1)

Case: TGIF

(3)

Chapter 1 Endnotes

(2)

Organization Renewal: The Challenge of Change

(34)

The Challenges of Change

(1)

Renewal

(1)

Constant Change

(1)

Organization Renewal: Adapting to Change

(4)

Approaches to Change

(1)

A Model of Adaptive Orientation

(1)

Sluggish-Thermostat Management (Stable Environment, Low Adaptation)

(1)

Satisficing Management (Stable Environment, High Adaptation)

(1)

Reactive Management (Hyperturbulent Environment, Low Adaptation)

(1)

Renewing/Transformational Management (Hyperturbulent Environment, High Adaptation

(1)

The Systems Approach: Finding New Ways to Work Together

(3)

The Organization as a System

(1)

Open Systems

(1)

The Sociotechnical System

(2)

High-Performance Systems

(1)

The Contingency Approach: No One Best Way

(1)

Future Shock and Change

(4)

Organization Transformation and Development

(1)

OD: The Planned Change Process

(2)

Individual Effectiveness

(1)

Team Effectiveness

(1)

Organization Effectiveness

(1)

Summary

(1)

Review Questions

(1)

Key Words and Concepts

(2)

OD Skills Simulation 2.1 OD Practitioner Behavior Profile I

(9)

Case: The Nogo Railroad

(4)

Chapter 2 Endnotes

(2)

Changing the Culture

(28)

Creating a Concept for Change

(1)

Understanding Corporate Culture

(5)

What Is Corporate Culture?

(2)

The Corporate Culture and Success

(1)

The Impact of Key Factors

(1)

Cultural Resistance to Change

(1)

Tools for Change

(2)

Information

(1)

Support

(1)

Resources

(1)

The Goals and Values of OD

(3)

OD Professional Values and Ethics

(1)

OD Implementation Issues

(1)

Compatibility of Values

(1)

Imposed Change

(1)

Determining the Priority of the Goals

(1)

Summary

(1)

Review Questions

(1)

Key Words and Concepts

(1)

OD Skills Simulation 3.1 Downsizing: A Consensus-Seeking Activity

(8)

Case: The Dim Lighting Co.

(3)

Chapter 3 Endnotes

(3)

PART 2: UNDERSTANDING THE OD PROCESS

(90)

Role and Style of the OD Practitioner

(31)

Haphazard versus Planned Change

(1)

External and Internal Practitioners

(3)

The External Practitioner

(1)

The Internal Practitioner

(1)

The External-Internal Practitioner Team

(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

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Experiential Approach to Organization Development

Experiential Approach to Organization Development

9780131441682

013144168X

Summary

Table of Contents

Supplemental Materials

Write a Review

Amazon no longer offers textbook rentals. We do!

Experiential Approach to Organization Development

Experiential Approach to Organization Development

9780131441682

013144168X

Summary

Table of Contents

Supplemental Materials

Write a Review

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