AN EXPERIENTIAL APPROACH TO ORGANIZATION …

1 Eighth EditionAN EXPERIENTIAL APPROACHTO ORGANIZATIONDEVELOPMENTD onald R. BrownAntelope Valley CollegePrentice HallBoston Columbus Indianapolis New York San Francisco Upper Saddle RiverAmsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal TorontoDelhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei TokyoCONTENTSP reface xvPart 1 Anticipating Change 1 Chapter 1 ORGANIZATION development and Reinventingthe ORGANIZATION 3 Change Is the Challenge for Organizations 3

2 What Is ORGANIZATION development ? 4 The Characteristics of ORGANIZATION development 5 Why ORGANIZATION development ? 6 The Emergence of OD 6 The Only Constant Is Change 6 The Evolution of ORGANIZATION development 8 NTL Laboratory-Training Methods 9 Survey Research and Feedback 9 The Extent of OD Applications 9 Who Does ORGANIZATION development ? 9 The ORGANIZATION Culture 10 The Socialization Process 11 Expectations of New Employees 12 Encountering the ORGANIZATION 's Culture 12 Adjusting to the Culture and Norms 12 -vReceiving Feedback 13 Psychological Contracts 14A Model for organizational development 14 Stage 1: Anticipate a Need for Change 15 Stage 2: Develop the Practitioner-Client Relationship 15 Stage 3: The Diagnostic Process 16 Stage 4.

3 Action Plans, Strategies, and Techniques 16 Stage 5: Self-Renewal, Monitor, and Stabilize 16 Continuous Improvement 16 Summary 17 Review Questions 18 Key Words andConcepts 18 OD Skills Simulation Auditioning for the. Saturday Night Live Guest Host Spot 19 OD Skills Simulation Psychological Contract 21 Case: TGIF 28. Chapter 1 Endnotes 30 Chapter 2 ORGANIZATION Renewal: The Challenge of Change 32 The Challenges of Change 32 Renewal 32 Constant Change 33 ORGANIZATION Renewal.

4 Adapting to Change 34 Approaches to Change 34A Model of Adaptive Orientation 36 Sluggish-Thermostat Management (Stable Environment,Low Adaptation) 36 Satisficing Management (Stable Environment, High Adaptation) 37vi ContentsReactive Management (Hyperturbulent Environment, LowAdaptation) 37 Renewing/Transformational Management (HyperturbulentEnvironment, High Adaptation) 37 The Systems APPROACH : Finding New Ways to Work Together 38 The ORGANIZATION as a System 38 Open Systems 39 The Sociotechnical System 40 THE GOALS AND VALUES SUBSYSTEM 40 THE TECHNICAL SUBSYSTEM 41 THE STRUCTURAL SUBSYSTEM 41 THE PSYCHOSOCIAL SUBSYSTEM (CULTURE) 41 THE MANAGERIAL SUBSYSTEM 41 High-Performance Systems 41 The Contingency APPROACH .

5 No One Best Way 41 Future Shock and Change 42 ORGANIZATION Transformation and ORGANIZATION development 43 Individual Effectiveness 45 Team Effectiveness 45 ORGANIZATION Effectiveness 45 Summary 46 Review Questions 46 Key Words andConcepts 46 OD Skills Simulation OD Practitioner behavior , Profile I 47 Case: The NoGo Railroad 56 Chapter 2 Endnotes 60 Chapter 3 Changing the Culture 62 Creating a Climate for Change 62 Understanding Corporate Culture 62 What Is Corporate Culture?

6 63 The Corporate Culture and Success 65 The Impact of Key Factors 66 Cultural Resistance to Change 67 Tools for Change 67 Information 67 Support 67 Resources 68 Ethical, Value, and Goal Considerations 69 Ethical and Value Issues 70OD Implementation Issues 70 Compatibility of Values 71 Imposed Change 71 Determining the Priority of the Goals 71 Summary 73 Review Questions 73 Key Words andConcepts 73 OD Skills Simulation Downsizing: A Consensus-Seeking Activity 74 Case: The Dim Lighting Co.

7 81 Chapter 3 Endnotes 84 Part 2 Understanding the OD Process 85 Chapter 4 Role and Style of the OD Practitioner 87 Haphazard versus Planned Change 87 External and Internal Practitioners 88 Contents viiThe External Practitioner 89 The Internal Practitioner 89 The External-Internal Practitioner Team 90OD Practitioner Styles 90 The Stabilizer Style 90 The Cheerleader Style 91 The Analyzer Style 91 The Persuader Style 91 The Pathfinder Style 92 The Intervention Process 92 The Readiness of the ORGANIZATION for OD 92 The Intervention 93 Who Is the Client?

8 94 The OD Practitioner's Role in the Intervention 94OD Practitioner Skills and Activities 95 Forming the Practitioner-Client Relationship 96 Initial Perceptions 97 Practitioner Style Model 99 Developing a Trust Relationship 99 Creating a Climate for Change 100 Practitioner-Client Relationship Modes 100 The Formalization of Operating Ground Rules 102 Warning Signs in the Practitioner-Client Relationship 102 The Level of Commitment to Change 102 The Degree of Leverage or Power to Influence Change 103 The Client's Manipulative Use of the Practitioner 103 Summary 103 Review Questions 103 Key Words andConcepts 104 OD Skills Simulation Practitioner StyleMatrix 105 OD Skills Simulation Conflict Styles 110 OD Skills Simulation Perception 112 Case.

9 The GraysonChemical Company 113 Chapter 4 Endnotes 115 Chapter 5 The Diagnostic Process 116 Diagnosing Problem Areas 116 What Is Diagnosis? 117 The Process 118 The Performance Gap 118 The Data-Collection Process 120 The Definition of Objectives 121 The Selection of Key Factors 121 The Selection of a Data-Gathering Method 122 SECONDARY SOURCES OF DATA 122 EMPLOYEE SURVEYS AND QUESTIONNAIRES 123 OTHER TYPES OF INSTRUMENTS 123 DIRECT OBSERVATION 124 INTERVIEWS 125 The Implementation of Data Collection 126 The Analysis of Data 126 Evaluating the Effectiveness of

10 Data Collection 126 THE VALIDITY OF THE DATA 127viii ContentsTHE TIME TO COLLECT DATA 127 THE COST OF DATA COLLECTION 127 THE organizational CULTURE AND NORMS 127 THE HAWTHORNE EFFECT IN DATA COLLECTING 127 Diagnostic Models 127 Differentiation-and-lntegration Model 127 The Sociotechnical-Systems Model 129 The Force-Field Analysis Model Signs in the Diagnosis Process 130 Confidentiality 130 Overdiagnosis 131 The Crisis Diagnosis 131 The Threatening and Overwhelming Diagnosis 131 The Practitioner's Favorite Diagnosis 131 The Diagnosis of Symptoms 131 Summary 133 Review Questions 133 Key Words andConcepts 133 OD Skills Simulation The AcquisitionDecision 134 Case.