Practicing organization development : a guide for leading change / edited by William J. Rothwell, Jacqueline M. Stavros, Steven H. Cady.

Format:

Book

Author/Creator:

Rothwell, William J., editor.

Contributor:

Stavros, Jacqueline M., editor.

Cady, Steven H., editor.

Language:

English

Subjects (All):

Organizational change--Management.

Organizational change.

Business consultants--Handbooks, manuals, etc.

Business consultants.

Organization.

Leadership.

Personnel management.

Physical Description:

1 online resource (462 pages)

Edition:

5th ed.

Place of Publication:

Hoboken, New Jersey : John Wiley & Sons, Incorporated, [2026]

Summary:

Explore contemporary organization development theory to advance your research agenda or implement transformational change at your organization.In the newly revised fifth edition of Practicing Organization Development: A Guide for Leading Change, a team of renowned experts in the field of organization development (OD) delivers an invaluable new.Explore contemporary organization development theory to advance your research agenda or implement transformational change at your organization. In the newly revised fifth edition of Practicing Organization Development: A Guide for Leading Change, a team of renowned experts in the field of organization development (OD) delivers an invaluable new look at how OD theories, models, frameworks, and whole systems interventions can effect positive transformation and change. The book covers classical and newer theories, process, and practices for transformational change, closely examines system dynamics, and identifies contemporary themes in OD, transformation, and change. Readers will find: Strategies for implementing OD approaches into leading, managing, consulting, and coaching Ways to elevate and extend their research agendas into new theories and models for impacting positive change Techniques for expanding OD from human resources and talent management silos into the areas of management and leadership Perfect for managers, executives, directors, and other business leaders interested in implementing transformational change, Practicing Organization Development is also an essential read for organization development theorists and researchers and other business academics seeking modern insights into an exciting and dynamic field of study.

Contents:

Part ONE Foundations: Theory and Practice of Organization Development, Transformation, and Change Management

Chapter 1 Organization Development and Change

Reflecting on the Field

Why Care About OD

The Importance of Leadership In OD

Special Terms Used in OD

What Is Systems Thinking, and Why Is It Important?

What Are The Important Philosophical Foundations of OD?

Summary

Resources

References

Chapter 2 The Origins of Organization Development

Kurt Lewin-The Grandfather of Organization Development (1939)

Wilfred Bion-The Tavistock Method

Douglas McGregor-Theory X and Theory Y

What is Different About Organizational Development?

Who Named Organization Development?

The Origins of Organization Development Timeline

Chapter 3 Change Process and Models

An Overview Of Key Models for Organizational Change

The Evolving View of the Action Research Model

New Action Research Change Model: Perpetual and Instantaneous Positive Change

Organization Development Effectiveness Model

Emerging Change Processes

In Memoriam

Chapter 4 Being an Effective Leader Starts with Knowing Thyself

How Might You Choose to Most Effectively Lead?

Self‐As‐Instrument For Leading Change

Know Thyself

The Change Leadership Self‐Assessment (CLSA) Process

Writing Up Your Change Leadership Self‐Assessment

Chapter 5 Appreciative Inquiry

Defining Appreciative Inquiry.

Brief History of Appreciative Inquiry

Appreciative Inquiry Principles

The Appreciative Inquiry (AI) 5‐D Cycle

AI and The Design of Net Positive Organizations

Chapter 6 Human‐Centric Competencies

Building and Defining Competencies

The AI Imperative: A New Competitive Advantage

The Human‐Centric Professions

Toward A Unified Human‐Centric Competency Framework

Four Overarching Domains For The 14 Competencies

Unique Competencies in the Field of ODC

Applying The Competency Framework: Practical Implications

Conclusion: A Call for Collaboration and Future Development

Part TWO OD Process to Guide Transformation and Change

Chapter 7 The Marketing of Organization Development and Change (ODC)

OD&amp

C Brand Advocates

The 7Ps of Marketing For OD&amp

C

Developing Thought Leadership In OD&amp

Marketing Change Initiatives: Lewin's Model

Conclusion

Chapter 8 Front‐End Work

The Essence of the Front End

Identifying The Client(s) and Sponsor(s)

Becoming Oriented to The Client's World

Establishing The Consultant's Competence and Credibility

Developing an Open, Trusting, and Aligned Relationship

Completing A Preliminary Assessment SCAN

Contracting The Work, Working Relationship, and Exchange

Introducing The Engagement to the Organization

Chapter 9 Launch

The Purpose of the Launch Phase

Developing A Launch Philosophy

Considerations in Applying The Launch Phase of Organization Development to Changing Times

Assessment

Action Planning

Implementation

Chapter 10 Post Launch

Theoretical Foundations

Navigating Organizational Change: Evaluating Incremental and Transformational Shifts.

Choosing An Evaluation Strategy

The Evolving Evaluation Landscape

Practical Applications

Chapter 11 Measurement to Determine the Return on Change Management

Multi‐Layered, Holistic Measurement with A Clear Definition of Success

History of Measurement

Defining Change Success

Roles in Defining Success

Change Performance Framework

Example Metrics for Hybrid Work Model

Timeframes of Measurement

Change Measurement Applying The Change Performance Framework

Chapter 12 Closure

Typical Reasons for OD Endings

The Closure Phase

The Power of Attending to Closure in OD Process

Key Questions for Meaningful Closure

Healthy Closure Supports Healthy Culture

Determining Next Steps

Chapter 13 Culture Matters in Organization Development

What is Culture and How Does It Work?

Diagnostic and Dialogic Organization Development

The US Culture of Doing and Measuring

Minding Subcultures

Part THREE Levels and Types of Transformational Change Interventions

Chapter 14 Coaching in OD

Coaching and Its use in Organizations

Use of Coaching Organizations

Coaching Delivery Types

AC/ARM Combined Coaching

Appreciative Coaching (AC) As A Platform for Coaching in OD

Action Research Model (ARM) As A Delivery Vehicle

Chapter 15 SOAR to Success: Building Strategic Capacity to Create High‐Performing Teams

Brief Historical Perspectives on Strategy

A Synergistic Approach: Linking Strategy and Organization Development

Learning To SOAR

How To Use SOAR: A Practical Guide

SOAR in Action Case Study: A Team Transformation

Chapter 16 Large Systems Transformation and Change.

Large Systems Design: Transformation and Change

Leader's Capabilities Needed for Interventions in Large Systems

Selected Intervention Methods in Large Systems

Chapter 17 Dialogic Organization Development: Emerging Directions

A Brief Overview of the Basic Ideas

Emerging Directions in Large System Dialogic OD

Emerging Directions in Small System Dialogic OD

Summary: Where To Next

Chapter 18 Intervention Selection and Design

The Evolution of Interventions

The Principles of Good Intervention Design

The Spectrum of Collaborative Change

Three Dimensions of an Event Design

Designing Change Initiatives: The Five‐Step Action‐Research Process

Part Four Special Topics in OD and Change

Chapter 19 Bibliometric Analysis for Organization Development and Change Management (2010-2023)

A Shift In OD Discourse Leading Up To 2010

Bibliometric Analysis of OD (2010-2023)

Chapter 20 Sustainability and Transformation

Sustainability Trends Are Worsening

Organization Development Relevance To Sustainability and Transformation

Three Sustainability Impacts

Implications for OD Professionals

Chapter 21 Managing Mergers and Acquisitions: Best Practices and New Challenges for OD

The M&amp

A Process

Putting OD to Work in M&amp

A

New Challenges

Chapter 22 Organization Design that Transforms

The Relationship Between Organization design and OD

Key Concepts in organization design

What Makes A Good Organization Designer?

Initiating Design: Problem Statement and Design Criteria

References.

Chapter 23 Leveraging Positive Organizational Scholarship to Enhance OD and Change

Positive Organizational Scholarship (POS)

POS as an OD Lens in Practice

POS Applications in OD

Chapter 24 The T‐Group: Powerful Portal to Self‐Knowledge

What A T‐Group is and How It Works

The Role of Purpose in T‐Groups

Leadership in a T‐Group

Membership in a T-Group

Norms in a T‐Group

Structure/Roles in T‐Groups

Exploring Our Differences at the Center of T‐Groups

Diversity and Social Justice at The Birth and Heart of T‐Groups

What's Ahead for T‐Groups

Chapter 25 The Power of Agency: A Transformational Organization Change Intervention

Agency Built on Inclusion and Differences: Creating a Community of Effort For All

Agency at Every Level

Creating A Culture Of Agency: Ten Steps to Unleash Agency In Organizations

Chapter 26 Technology‐Leveraged OD for Collective Decision‐Making

Principles for Technology‐Leveraged Group Decision‐Making

Crucial Steps for Technology‐Leveraged OD

Technology Available For Collective Decision‐Making

Recommendations and Future Directions

Chapter 27 Comparing Organization Development to Related Fields of Practice

Comparing Organization Development (OD) to Human Resource Management

Comparing Organization Development (OD) to Organizational Design

Comparing OD to Change Management (CM)

Comparing OD to Industrial/Organizational Psychology

Comparing OD to Performance Consulting

Chapter 28 Organization Development &amp

Change in the Age of Artificial Intelligence

Toward More Thoughtful Work

The ODC Solution

Intelligent ODC: AI Across the Change Cycle.

Top Ten Use Case Examples.

Notes:

Includes bibliographical references and index.

Description based on publisher supplied metadata and other sources.

ISBN:

1-394-25227-7

1-394-25228-5

9781394252275

OCLC:

1569121920