| Description |
The role of human resources is no longer limited to hiring, managing compensation, and ensuring compliance. Since the 1990s, a transformation has occurred. Companies are calling upon a new breed of HR professionals to behave as organization development consultants, helping to determine priorities in running the business, design how work gets done,craft strategy, and shape culture.
A compendium of the best thinking on the subject, Handbook for Strategic HR includes 78 articles from the renowned OD Practitioner. It introduces readers to core organization development strategies and skills, giving them creative approaches, practical tips, and proven methods to help them:
• See the big picture, think systemically, and strategically identify where best to foster change in their organization • Team up with consultants and senior-level staff in leading a change project • Put employee engagement to practical use and involve “minds, hearts, and hands” in the important work of the organization • Operate effectively in cross-cultural and virtual working situations
Comprehensive and practical, this forward-thinking book enables readers to become key partners in leading their organizations forward. |
| Author Biography |
OD PRACTITIONER is the quarterly journal of the Organization Development Network, an international association whose members are committed to practicing organization development as an applied behavioral science. |
| Table of Contents |
CONTENTS The Editors ix
SECTION 1 The Changing World of Human Resources • Introduction 3 David Jamieson and John Vogelsang 1. The Role of Organization Development in the Human Resource Function 9 Edgar H. Schein 2. Organization Development and Human Resources Management 17 Dave Hanna
SECTION 2 Consulting and Partnership Skills Introduction 27 Matt Minahan, David Jamieson, and Judy Vogel Facilitation and the Consulting Process 3. Facilitation 101 35 Matt Minahan, Judy Vogel, Leon E. Butler, and Heather Butler Taylor 4. Action Research: The Anchor of OD Practice 46 Jeremy S. Lurey and Matt Griffin 5. The Organization Development Contract 53 Marvin Weisbord 6. The Seven Deadly Sins of OD Consulting: Pitfalls to Avoid in the Consulting Practice 61 Connie A. Freeman The Core Skills Needed in Consulting on Process Issues 7. Notes Towards a Better Understanding of Process: An Essay 66 Edgar H. Schein 8. The Consultant as Process Leader 71 Jane Moosbruker The Client-Consultant Relationship 9. Working with the Client-Consultant Relationship: Why Every Step Is an “Intervention” 76 Naomi Raab 10. Who Owns the OD Effort? 82 Harold Mack 11. Unraveling the “Who’s Responsible?” Riddle 86 Arthur M. Freedman The Consultant as Person 12. Rules of Thumb for Change Agents 88 Herbert Allen Shepard 13. If I Knew Then . . . : An Essay 94 Geoff Bellman 14. Who Is the Client Here?: On Becoming An OD Consultant 100 Robert Goldberg Partnerships Among the HR Business Partner, Leadership, Staff, and an Internal or External OD Consultant 15. An Inner Blueprint for Successful Partnership Development: Putting a Relationship to Work 102 Peter F. Norlin and Judy Vogel 16. Reflections on a Cross-Cultural Partnership in Multicultural Organizational Development Efforts 110 Maria C. Ramos and Mark A. Chesler
SECTION 3 Use of Self as an Instrument of Change Introduction 121 John Vogelsang and Matt Minahan Use of Self: Our Instrument of Change 17. Managing Use of Self for Masterful Professional Practice 127 David Jamieson, Matthew Auron, and David Shechtman 18. Personal and Organizational Authority: Bringing the Self into a System of Work Relationships 137 Lawrence J. Gould The Mental Realities We Build 19. Diversity, Inclusion, and the Ladder of Inference 147 Neil D. Samuels 20. Mindfulness and Experiential Learning 152 BaubackYeganeh and David Kolb 21. Generative Conversations: How to Use Deep Listening and Transforming Talk in Coaching and Consulting 161 Robert J. Marshak 22. Diversity and Social Justice: Practices for OD Practitioners 168 Michael Brazzel 23. Racism in the Workplace: OD Practitioners’ Role in Change 177 Judith H. Katz and Karon R. Moore 24. Quadrant Behavior Theory: Edging the Center the Potential for Change and Inclusion 182 Cathy Royal Ethical Leadership 25. Ethical Leadership and OD Practice 191 Wendell Nekoranec Covert Processes 26. Diagnosing Covert Processes in Groups and Organizations 198 Robert J. Marshak and Judith H. Katz
SECTION 4 Thinking Systemically and Strategically Introduction 209 John Vogelsang and Matt Minahan Systems Thinking: The Connectedness of Everything 27. General Systems Theory: What is it? Is There an Application Example for OD? 218 William Becker 28. Gestalt OSD and Systems Theory: A Perspective on Levels of System and Intervention Choices 226 Veronica Hopper Carter 29. Towards a Behavioral Description of High-Performing Systems 234 Peter Vaill An Evolving Understanding of Systems Thinking 30. Chaos and Complexity: What Can Science Teach? 241 Margaret Wheatley 31. The Postmodern Turn in OD 250 Gervase Bushe and Robert J. Marshak Designing Organizations Culture 32. Corporate Culture 253 Edgar H. Schein 33. Trauma and Healing in Organizations 259 Pat Vivian and Shana Hormann 34. Diversity and Inclusion as a Major Culture Change Intervention 267 Judith H. Katz and Frederick A. Miller Organic/Open Systems Models 35. Organizational Circulatory Systems: An Inquiry 275 Art Kleiner 36. Organic Organizational (Org2) Design 281 Gina Hinrichs 37. Participative Design: An Overview 294 Greg Vaughan Complex Adaptive and Dialogic Approaches 38. Creating the Complex Adaptive Organization: A Primer on Complex Adaptive Systems 302 Dudley Tower 39. Incorporating Social Network Analysis into Traditional OD Interventions: A Case Study 310 Stephen K. Garcia and Edward Shin 40. Appreciative Inquiry and Positive Organizational Scholarship: A Philosophy of Practice for Turbulent Times 320 David S. Bright and Mary T. Miller 41. Creating Change by Changing the Conversation 330 Robert J. Marshak and David Grant
SECTION 5 Employee Engagement • Introduction 341 Maya Townsend and Annie Viets Working Out: Building Strength Through Employee Engagement 42. A Brief and Provocative History of Participation 345 Edgar H. Schein 43. Employee Engagement and OD Strategies 349 Debra Orr and Hona Mathews 44. The Identity Effect: How Identity-Based Management Drives Employee Engagement and Business Performance 357 Larry Ackerman 45. Will Employee Engagement Be Hijacked or Reengineered? 368 Paul M. Mastrangelo One Plus One Equals Four Star Performance: Engaging in Collaboration 46. The Power of Interactive Collaborative Designs 375 Jean-Pierre Beaulieu, Emile J. Carrière, and Christopher Schoch 47. Creating a Culture of Collaboration in a City Government 381 Nancy L. Southern Lights, Camera, Action: Close-Ups of Engagement 48. Employee-Led Organizational Change: Theory and Practice 389 Victor Woodell and Sanyani Edwards 49. The Politics of Implementation: The Importance of Building Consensus Around Employee Performance Management 396 Victor Woodell 50. Interest-Based Problem Solving: Foundation of a Labor and Management Partnership 402 Jeffrey Jackson and Adrienne Eaton
SECTION 6 Change Management • Introduction 411 Maya Townsend Change by Any Other Name: Kinds of Change 51. Awake at the Wheel: Moving beyond Change Management to Conscious Leadership 418 Linda Ackerman Anderson and Dean Anderson 52. The Tao of Change Redux 427 Robert J. Marshak 53. Improving Change Implementation: Practical Adaptations of Kotter’s Model 438 Nicole Stragalas What Now? Understanding Change from the Change Recipient’s Viewpoint 54. Change from the Employees’ Perspective: The Neglected Viewpoint 448 Michael H. Vinitsky and Adam S. Kling 55. Resistance in Organizations: How to Recognize, Understand, and Respond to It 455 Barry Dym 56. Appreciative Inquiry: Debunking the Mythology Behind Resistance to Change 466 Thomas C. Head 57. Utilizing States of Organizational Readiness 473 Barry Dym and Harry Hutson 58. Developing Organization Change Champions: A High Payoff Investment! 483 Don Warrick How to Make Them Sit Up and Take Notice: The Successful Change Agent 59. The Role of Leadership in the Management of Organizational Transformation and Learning 491 Edgar H. Schein 60. Change Mastery, Simplified 499 Chris Hoffman 61. Backcasting: A Systematic Method for Creating a Picture of the Future and How to Get There 507 Larry Hirschhorn 62. Using Action Learning for Organization Development and Change 518 Arthur M. Freedman 63. Strategic Change Consulting: How to Leverage Your Work at the Enterprise Level 528 Linda Ackerman Anderson and Dean Anderson Special Topics 64. The Executive Perspective on Mergers and Acquisitions 535 Robert C. Barnett 65. An Appreciative Inquiry Into the Factors of Culture Continuity During Leadership Transition: A Case Study of LeadShare, Canada 543 Mary Ann Rainey
SECTION 7 Globalization, Cross-Cultural Interaction, and Virtual Working Arrangements Introduction 553 Annie Viets and Cathy Royal Creating Global Glue and Alignment 66. Global Glue and the Case Study of Fonterra 558 Annie Viets 67. Organizational Development’s Role When Going Global 563 Therese F. Yaeger and Peter F. Sorensen 68. Implementing a Global Corporate Strategy: The Role of Organization Development 569 Therese F. Yaeger and Peter F. Sorensen 69. Socio-Economic Approach to Management: A Successful Systemic Approach to Organizational Change 575 John Conbrere and Alla Heorhiadi 70. Business as an Agent of World Benefit: A Worldwide Action Research Project Using Appreciative Inquiry 582 David L. Cooperrider, Nadya Zhexembayeva, Amanda Trosten-Bloom, and Diana Whitney Leadership 71. Leadership Connectivity: Building Global Partnerships 590 Maya Hu-Chan 72. Global Leadership: A Virgin Landscape for OD Practitioners in the Vanguard 597 Patricia Shafer Consultant Role 73. The Core Value of OD Revisited: A Compass for Global and International Organizational Development 605 Therese F. Yaeger 74. OD: Dancing in the Global Context 612 Anne H. Litwin Community and Sustainability 75. Organization as Community: What We have to Learn from the Maasai about OD 619 John J. Scherer, with Kakuta Ole Ole Maimai Hamisi 76. Creating High Impact Organizations in the SADC: Adapting OD Methods and Practices 624 Mambo G. Mupepi, Ram V. Tenkasi, Peter F. Sorensen, and Sylvia C. Mupepi Communication in Global Enterprises 77. Addressing the Global Virtual Competency Gap 632 Steve Gens and Deb Torchia 78. OD 2.0: Shifting from Disruptive to Innovative Technology 635 Kathleen Iverson and George Vukotich
About the Contributors 643 Index 653 |
