Handbook for Strategic HR: Best Practices in Organization Development from the OD Network

In this Book

• Introduction
• The Role of Organization Development in the Human Resource Function
• Organization Development and Human Resources Management—Knowing Our Place for the First Time?
• Introduction
• Facilitation 101—The Basics to Get You on Your Feet
• Action Research—The Anchor of OD Practice
• The Organization Development Contract
• The Seven Deadly Sins of OD Consulting—Pitfalls to Avoid in the Consulting Practice
• Notes Towards a Better Understanding of Process—An Essay
• The Consultant as Process Leader
• Working with the Client-Consultant Relationship—Why Every Step is an "Intervention"
• Who Owns the OD Effort?
• Unraveling the "Who's Responsible?" Riddle
• Rules of Thumb for Change Agents
• If I Knew Then …—An Essay
• Who is the Client Here?—On Becoming an OD Consultant
• An Inner Blueprint for Successful Partnership Development—Putting a Relationship to Work
• Reflections on a Cross-Cultural Partnership in Multicultural Organizational Development Efforts
• Introduction
• Managing Use of Self for Masterful Professional Practice
• Personal and Organizational Authority: Bringing the Self into a System of Work Relationships
• Diversity, Inclusion, and the Ladder of Inference
• Mindfulness and Experiential Learning
• Generative Conversations—How to Use Deep Listening and Transforming Talk in Coaching and Consulting
• Diversity and Social Justice—Practices for OD Practitioners
• Racism in the Workplace—OD Practitioners' Role in Change
• Quadrant Behavior Theory—Edging the Center the Potential for Change and Inclusion
• Ethical Leadership and OD Practice
• Diagnosing Covert Processes in Groups and Organizations
• Introduction
• General Systems Theory—What is it? Is There an Application Example for OD?
• Gestalt OSD and Systems Theory—A Perspective on Levels of System and Intervention Choices
• Towards a Behavioral Description of High-Performing Systems
• Chaos and Complexity—What Can Science Teach?
• The Postmodern Turn in OD
• Corporate Culture
• Trauma and Healing in Organizations
• Diversity and Inclusion as a Major Culture Change Intervention—A Case Study
• Organizational Circulatory Systems—An Inquiry
• Organic Organizational (Org2) Design
• Participative Design—An Overview
• Creating the Complex Adaptive Organization—A Primer on Complex Adaptive Systems
• Incorporating Social Network Analysis into Traditional OD Interventions—A Case Study
• Appreciative Inquiry and Positive Organizational Scholarship—A Philosophy of Practice for Turbulent Times
• Creating Change by Changing the Conversation
• Introduction
• A Brief and Provocative History of Participation
• Employee Engagement and OD Strategies
• The Identity Effect—How Identity-Based Management Drives Employee Engagement and Business Performance
• Will Employee Engagement Be Hijacked or Reengineered?
• The Power of Interactive Collaborative Designs
• Creating a Culture of Collaboration in a City Government
• Employee-Led Organizational Change—Theory and Practice
• The Politics of Implementation—The Importance of Building Consensus Around Employee Performance Management
• Interest-Based Problem Solving—Foundation of a Labor and Management Partnership
• Introduction
• Awake at the Wheel—Moving Beyond Change Management to Conscious Leadership
• The Tao of Change Redux
• Improving Change Implementation—Practical Adaptations of Kotter's Model
• Change from the Employees' Perspective—The Neglected Viewpoint
• Resistance in Organizations—How to Recognize, Understand, and Respond to It
• Appreciative Inquiry—Debunking the Mythology Behind Resistance to Change
• Utilizing States of Organizational Readiness
• Developing Organization Change Champions—A High Payoff Investment!
• The Role of Leadership in the Management of Organizational Transformation and Learning
• Change Mastery, Simplified
• Backcasting—A Systematic Method for Creating a Picture of the Future and How to Get There
• Using Action Learning for Organization Development and Change
• Strategic Consulting—How to Leverage Your Work at the Enterprise Level
• The Executive Perspective on Mergers and Acquisitions
• An Appreciative Inquiry Into the Factors of Culture Continuity During Leadership Transition—A Case Study of LeadShare, Canada
• Introduction
• Global Glue and the Case of Fonterra
• Organization Development's Role when Going Global
• Implementing a Global Corporate Strategy—The Role of Organization Development
• Socio-Economic Approach to Management—A Successful Systemic Approach to Organizational Change
• Business as Agent of World Benefit—A Worldwide Action Research Project Using Appreciative Inquiry
• Leadership Connectivity—Building Global Partnerships
• Global Leadership—A Virgin Landscape for OD Practitioners in the Vanguard
• The Core Value of OD Revisited—A Compass for Global and International Organization Development
• OD: Dancing in the Global Context
• Organization as Community—What We Have to Learn from the Maasai about OD
• Creating High Impact Organizations in the SADC—Adapting OD Methods and Practices
• Addressing the Global Virtual Competency Gap
• OD 2.0—Shifting from Disruptive to Innovative Technology