ATD's Organization Development Handbook / edited by Brian James Flores.

Format:

Book

Contributor:

Flores, Brian James, editor.

Language:

English

Subjects (All):

Organizational change--Handbooks, manuals, etc.

Organizational change.

Physical Description:

1 online resource (317 pages)

Place of Publication:

Alexandria, VA : ATD Press, [2023]

Summary:

Expand Your Knowledge of Organization Development to Enhance Your L&D Efforts ATD's Organization Development Handbook is a tactical, hands-on book for those in learning and development looking to make that first step into organization development or those who are a one-person band doing both. While many books and textbooks exist on organization development-the effort to improve an organization's capability through the alignment of strategy, structure, people, rewards, metrics, and management processes-this volume is the first of its kind to address OD from the talent development and, specifically, L&D perspective. More than ever, L&D professionals are taking on organization development work to drive organizational effectiveness and performance. Sometimes this happens out of choice when seeking a new career challenge, and other times out of necessity when the organization adds OD to their responsibilities. In either case, L&D professionals need new knowledge and skills-as well as insight into how to utilize their analysis, design, development, implementation, and evaluation abilities-to become successful in creating OD solutions. Edited by OD practitioner and expert Brian J. Flores, this volume includes in-house experts and consultant contributors from the OD field itself as well as those who crossed over from L&D to OD. Readers will learn how to apply the foundations of organization development to their multiculturalism, upskilling and reskilling, soft skill development, and succession planning processes and programs.

Contents:

Cover

Acknowledgements

Copyright

Contents

Foreword

Introduction

The State of Learning and Development's Role in the Organization

Why You Need This Book

Defining Learning and Development and Organization Development

What's in This Book

PART 1: The Foundations of Organization Development

CHAPTER 1: Foundations of Organization Development

What Is Organization Development?

Contributing Disciplines of Organization Development

Phases of the Organization Development Process

Figure 1-1. Organization Development Strategy: Five Phases to Designing and Implementing

Phase 1: Entry

Phase 2: Diagnosis

Phase 3: Feedback

Phase 4: Solution

Phase 5: Evaluation

Data Gathering

Table 1-1. Data Collection Tools

Solutions

Real-World Case Study

Background

Figure 1-2. Organization Development Initiatives: Four Typical Categories

Solution

Short-Term Result

Long-Term Result

Evaluation

Commentary

Summary

Key Takeaways

CHAPTER 2: Working Inside and Outside the Organization

Overview

Opening Vignettes: Internal Versus External OD Consultants

Vignette 1

Vignette 2

Positioning OD in the Organization

Organization Development Conducted by External Consultants

Organization Development Conducted by Internal Consultants

Oganization Development Conducted by a Team of Internal and External Consultants

Organization Development Conducted by Operating Managers

Organization Development Conducted by Employees

Strategic Versus Tactical Organization Development

Figure 2-1. Examples of Different Placements of the OD Function

Establishing the OD Department's Responsibilities

How Organizational Politics Affects OD

Practical Advice to OD Practitioners on Managing Politics

Tool 2.1. Working the White Space of Organizational Politics.

Other Ways to Work in or Around the Organization Chart

Measurements and Results

CHAPTER 3: Developing Organizational Values

Signs and Signals

Why Values Matter

Creating Values-What Else Could You Do?

Specifics

Inclusion

Process

From Training Values to Developing Values

Challenges

Strengths

Training

Engaging Staff in Values Development

The Core Group

Involving the Full Staff

Stage 1: Broad Thinking

Stage 2: Quantitative Data

Stage 3: Creating

Stage 4: Rollout

Integrating Values in Other HR and L&amp

D Initiatives

Performance Evaluations and Goal Setting

Recruiting and Retention

Staff Engagement Teams

Employee Surveys

Evaluating Your Efforts

CHAPTER 4: Diversity, Equity, Inclusion, and Belonging

What Does DEIB Actually Mean?

Diversity and Intersectionality

Equity

The Evolution of DEIB in Organization Development

Belonging and Psychological Safety

When DEIB Strategies Do Not Work

Case Study: Avery Manufacturing

Making DEIB Work in Your Organization

1. Determine the Need

Table 4-1. An Example DEIB SWOT Analysis

2. Establish Goals

3. Make DEIB Part of the Culture, Not a Silo

4. Leveraging DEIB Training

5. Going Beyond Training

Change Management and Diversity

Measuring Your DEIB Efforts

CHAPTER 5: Well-Being and Caring for the Whole Person

Introduction: Where We Are Now

What Is Well-Being?

Dimensions of Well-Being: Implementation in the Workplace

Creating a Culture of Well-Being

A Culture of Well-Being, or Just a Well-Being Program?

Who Determines Culture?

Encouraging Authenticity at Work

Strategic Resilience

Holistic Security

Modeling and Permission

Summary: A Necessary Shift for Organizations.

Key Takeaways

PART 2: Organizational Design

CHAPTER 6: Business Alignment: Designing an Organization to Meet Business Objectives

What We Mean by Business Alignment

Mission, Vision, and Values

Strategy

Watch Out For

Information Gathering

Designing the Organization

Structure Comes Last

The Human Element

Retaining Top Talent

Sharing the Design, Gaining Approval, and Moving to Implementation

Continuous Improvement and Adjustment

CHAPTER 7: Lean and Agile

Lean

Where to Begin

Figure 7-1. The 5S System

PDCA Cycle

Figure 7-2. PDCA Cycle

Muda

Table 7-1. Seven Types of Waste

Belt System

Figure 7-3. The Belt System

Insights Through Pain

Agile

History of Agile

The Agile Manifesto

Scrum

CHAPTER 8: Fostering Employee Engagement Through OD

Shift Your Thinking

Prioritize Self-Care

Commit to Self-Leadership

Devote Time to Active Listening

Forge Strategic Alliances

Tie Your Strategic Plan to the Bigger Picture

Line Up Some Quick Wins

Measure Your Success

The Cycle of Active Listening

1. Recognize the Unsaid

2. Seek to Understand

3. Decode

4. Act

5. Close the Loop

CHAPTER 9: Change Management

What Is Change Management?

Why Is Change Management Important?

Change Roles

Change Sponsors

Sustaining Sponsors

Change Implementers

Change Agents

Figure 9-1. Qualities of Effective Change Agents

Types of Change

Change Management Models

Table 9-1. Common Change Management Models

A Systems View

Structural Elements

Cultural Elements

Human Elements

Agile and Waterfall Change Methods

Table 9-2. Comparison of Waterfall and Agile.

Implications for Practice

Phases of Change Management

Phase 1: Assess Readiness

Figure 9-2. Phases of Change Management

Table 9-3. Key Tasks and Questions for Assessing Readiness

Sponsorship as a Readiness Issue

Figure 9-3. Key Sponsorship Roles

Change Fatigue as a Readiness Issue

Phase 2: Plan for Change

Table 9-4. Key Tasks and Questions for Planning

The What and Why of a Communication Plan

Phase 3: Implement Change

Anticipate Roadblocks and Barriers

Manage Expectations

Reimagine Change Resistance

Tool 9-1. Anticipating Change Roadblocks and Barriers

Implementation Guidelines

Phase 4: Sustain Change

Provide Coaching Support

Build Change Capability

Case Study: Leveraging Teams to Lead Change

Take the Long View

Phase 5: Measure Results

Figure 9-4. Key Measurement Areas

PART 3: Workforce Design

CHAPTER 10: Building a Global, Culturally Diverse Organization

Implementing a Global Mindset and Cultural Intelligence

A Global Business Mindset

Creativity, Innovation, and Vision

Cultural Intelligence

Organizational Initiatives to Build a GlobalPipeline of Talent

Recruitment

Social Networking and Collaboration

International Assignments

Applying the Hidden Potential of International Talent

Create an International Employee Resource Group

Customize Onboarding for International Employees

Develop a Buddy System

Create Opportunities for Socializing and Networking

Offer L&amp

D Programs

Applying Diversity, Equity, Inclusion, and Multiculturalism

Capturing and Applying Global and Multicultural Institutional Knowledge

A Case Study: Apple Global Retail Training Design By Brian James Flores

CHAPTER 11: Supporting Work in a Remote Environment.

The Impact of Remote Work on Organization Development

Recruiting

Onboarding

Workplace Setup

Employee Well-Being

Performance Management and Succession Planning

Learning and Development

Employee Engagement

Knowledge Management

Separation

Measuring and Evaluating the Effectiveness of Remote Work Policies

Case Study: Becoming Flexible-First to Keep Employees First

CHAPTER 12: The Skills Revolution: Transitioning to a Skills-Based Organization

Introduction: Our Capability Crisis

Why Move to a Skills-Based Talent Solution?

Transitioning to a Skills-Based Organization

Unify Around a Common Language

Identify the Skills You Have

Implement a Skills Validation Process

Include System Integration and Tracking

PART 4: Leadership Preparedness

CHAPTER 13: Relationship Building

What Is Relationship Building?

1. Enhance the Interviewing Experience

2. Extend Onboarding to 30-, 60-, and 90-Day Intervals

The Upside

Your Tools

3. Introduce Quarterly Individual Development Plans (IDPs)

4. Introduce the Leader-As-Coach Model to Spike Employee Engagement

5. Make It Safe for Leaders to Engage in Constructive Confrontation

Holding Tough Conversations to Establish a Record of Expectations

Document Corrective Action in the Form of Progressive Discipline

6. Measure Success and, When Necessary, Course Correct

A Mini Case Study

CHAPTER 14: A Holistic Approach to Developing a Leader's Soft Skills

Why Soft Skills Are Evolving

Core People Capabilities.

Table 14-1. Core Capabilities Model.

Notes:

Description based on print version record.

Includes bibliographical references and index.

ISBN:

9781957157399

1957157399

OCLC:

1393307389