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This is the third book in the Jossey-Bass Reader series, Organization Development: A Jossey-Bass Reader . This collection will introduce the key thinkers and contributors in organization development including Ed Lawler, Peter Senge, Chris Argyris, Richard Hackman, Jay Galbraith, Cooperrider, Rosabeth Moss Kanter, Bolman & Deal, Kouzes & Posner, and Ed Schein, among others.

"Without reservations I recommend this volume to those students of organizational behavior who want an encyclopedia of OD to gain a perspective on the past, present, and future...."
Jonathan D. Springer of the American Psychological Association.

Tabla de contenidos provista por Syndetics

• Foreword: Observations on the State of Organization Development
• Introduction
• About the Editor
• Part 1 The OD Field: Setting the Context, Understanding the Legacy.
• Editor's Interlude Historical Roots
• 1 What Is Organization Development?
• 2 Where Did OD Come From?
• Evolution of the Field
• 3 Revolutions in OD: The New and the New, New Things
• Theory Versus Practice
• 4 Theories and Practices of Organizational Development
• Part 2 The OD Core: Understanding and Managing Planned Change
• Editor's Interlude
• Understanding Planned Change
• 5 Kurt Lewin and the Planned Approach to Change: A Reappraisal
• Intervention Theory
• 6 Effective Intervention Activity
• Action Technologies
• 7 Action Research: Rethinking Lewin
• 8 Action Learning and Action Science: Are They Different?
• Appreciative Inquiry
• 9 Toward a Theory of Positive Organizational Change
• Models of Change
• 10 Leading Change:Why Transformation Efforts Fail
• 11 The Congruence Model of Change
• Part 3 The OD Process: Diagnosis, Intervention, and Levels of Engagement
• Editor's Interlude
• Individual
• 12 Teaching Smart People How to Learn
• Small Group
• 13 Facilitative Process Interventions: Task Processes in Groups
• Large Group
• 14 Large Group Interventions and Dynamics
• Intergroup
• 15 Understanding the Power of Position: A Diagnostic Model
• Organization
• 16 Reframing Complexity: A Four-Dimensional Approach to Organizational Diagnosis, Development, and Change
• Part 4 OD Consulting: Leading Change from the Outside
• Editor's Interlude
• Consulting Process
• 17 Masterful Consulting
• Consulting Phases and Tasks
• 18 Flawless Consulting
• Contracting
• 19 The Organization Development Contract
• Facilitation
• 20 The Facilitator and Other Facilitative Roles
• Coaching
• 21 The Right Coach
• Part 5 OD Leadership: Fostering Change from the Inside
• Editor's Interlude
• Understanding Options and Challenges
• 22 Reframing Change: Training, Realigning, Negotiating, Grieving, and Moving On
• Leading as the Internal Consultant
• 23 What Constitutes an Effective Internal Consultant?
• Leading as the Boss
• 24 Reversing the Lens: Dealing with Different Styles When You Are the Boss
• Leading the Boss
• 25 Relations with Superiors: The Challenge of "Managing" a Boss
• Building Support
• 26 Enlist Others
• Part 6 OD Focus: Organizational Intervention Targets
• Editor's Interlude
• Strategy
• 27 Business Strategy: Creating the Winning Formula
• Organizational Design
• 28 Matching Strategy and Structure
• Structure of Work
• 29 Designing Work: Structure and Process for Learning and Self-Control
• Workspace Design
• 30 Making It Happen: Turning Workplace Vision into Reality
• Culture
• 3

Notas de autor provistas por Syndetics

The Editor

Joan V. Gallos is professor of leadership at the Henry W. Bloch School of Business and Public Administration at the University of Missouri-Kansas City.