Tab Article

Preface to the Second Edition
Preface to the First Edition
Contributors

Chapter 1 : Six Orientations for the Reader : An Interpretive Introduction
Chapter 2 : Development, Transition, or Transformation : Bringing Change Leadership into the Twenty-First Century
Chapter 3 : Selecting and Energizing a Team
Chapter 4 : Managers and Project Leaders Conducting Their Own Action Research Interventions
Chapter 5 : Linking Measurement to Motivation
Chapter 6 : The Consulcube : Strategies for Consultation
Chapter 7 : Consultation in Schools as Organizations for Learning
Chapter 8 : Five Stages for Self-Evaluating Organizations
Chapter 9 : Preventing Regression in Team Building : A Longitudinal Study of the Personal Management Interview
Chapter 10 : The Psychological Contract
Chapter 11 : Models of Development and Issues They Raise for Consultants
Chapter 12 : Operating Systems Interventions
Chapter 13 : American Quality : Born Again
Chapter 14 : Team Building and Its Risks
Chapter 15 : Using the Search Conference Technique for Team Socialization and Strategic Planning
Chapter 16 : Conceptual and Consulting Aspects of Stakeholder Theory, Thinking, and Management
Chapter 17 : Preentry Issues Revisited
Chapter 18 : Applying Action Research to Public Sector Problems : International Perspectives
Chapter 19 : Using Large System Designs and Action Research to Develop Interorganizational Networks
Chapter 20 : Perceiving, Evaluating, and Responding to Change : An Interlevel Approach
Chapter 21 : Making Teams Work : Implications for Consulting Practice
Chapter 22 : Sociotechnical Systems Consultation
Chapter 23 : Performance Appraisal Techniques and Applications : Guides for Consultants
Chapter 24 : Managing Organizational Conflict
Chapter 25 : A Two-Phase Planning Process for Managing Change in Organizations
Chapter 26 : Micro and Macro Perspectives on Gain Sharing : Achieving Organizational Change with Alternative Reward Strategies
Chapter 27 : Goal-Setting Programs : An Agenda for Practitioners
Chapter 28 : Enlivening Developmental Relationships : The Next Best Thing to Mentoring and Coaching
Chapter 29 : Strategies for Organizational Transition
Chapter 30 : Organizational Effectiveness and Development at Different Stages of Growth : Implications for Consultants
Chapter 31 : Sexual Harassment : What’s Old, What’s New?
Chapter 32 : A Statement of Values and Ethics by Professionals in Organization and Human Systems Development
Chapter 33 : Issues in Ending Consultancies
Chapter 34 : Alternative Models for Structuring Work
Chapter 35 : Aspects of “Executive Constellations” That Can Trouble Consulting
Chapter 36 : Balance as a Useful Metaphor for Consultation and Fly-fishing, Too
Chapter 37 : Burnout as a Focus for Consultants : Significance, Incidence, and Persistence of Phases
Chapter 38 : Career-Planning Design
Chapter 39 : Competence via Regenerative Systems
Chapter 40 : Contextual Specificity in Consultation : Similarities and Differences Between Business and Public Sectors
Chapter 41 : Continued Employability : More of the Old Fast-Shuffle, or an Emerging New Balance?
Chapter 42 : Demotion Design : An Option for Forward-Looking Organizations
Chapter 43 : Diversity as Shining Goal or Sham? Equifinality Definitely Does Not Apply
Chapter 44 : Easing the Rigors of Mergers : Some guidelines from Experience
Chapter 45 : Features of Energizing Data
Chapter 46 : Fine-Tuning Appreciative Inquiry : Two Ways of Circumscribing the Concept’s Value-Added
Chapter 47 : Flexi Time and Employee Control Over Work
Chapter 48 : Giving Effective Feedback
Chapter 49 : Group Norms as Levers for Consultants
Chapter 50 : Humans as Need-Fulfilling : Implications for Consultants
Chapter 51 : Lessons from Downsizing : Some Things to Avoid and Others to Emphasize
Chapter 52 : Managerial Responses to Transitions in Adult Development
Chapter 53 : Managing Transitions
Chapter 54 : Model This, Model That : Consultants Can’t Do Without Them
Chapter 55 : Musings About Transformation : Is That Someone on a White Horse Coming Around the Corner?
Chapter 56 : Organization Cultures via Distinguishing Assumptions
Chapter 57 : Organizational Development in the Family
Chapter 58 : Organizational Stages and Consultant Choice Making : A Critical Junction
Chapter 59 : Perspectives on My Consulting Practice : Looking Backward While Moving On
Chapter 60 : Process and Structure as Central in Total Quality Management
Chapter 61 : “Promise Not to Tell” : Confidentiality in Consultation
Chapter 62 : Psychological Contracts at Work
Chapter 63 : Resilience and Change at Three Levels
Chapter 64 : Risking Consultative Relationships to Stay Really Alive
Chapter 65 : Role Analysis Technique
Chapter 66 : Role Negotiation as a Controlling Design
Chapter 67 : Sensing Groups in Consultation
Chapter 68 : Sociopathology in Today’s Organizations : Major Contributing Features, and Ways of Blunting Their Impact
Chapter 69 : Stakeholders in Consultation
Chapter 70 : Success Rates in Planned Change : Five Aspects of an Optimistic Diagnosis
Chapter 71 : The Dominant Intervention Theory and Its Selected Shortfalls
Chapter 72 : The Intervenor’s World : Overall Features and Special Traps
Chapter 73 : Three Models of Learning : Choices and Consequences
Chapter 74 : Toward a Process Orientation
Chapter 75 : Town Meeting as a Super-Optimum Solution in a Cutback Mode
Chapter 76 : Vision or Core Mission
Chapter 77 : Voluntary Organizations : Some Worthwhile Lessons
Chapter 78 : Confrontation Design : Training and Relational Learning
Chapter 79 : Third-Party Consultation : Basic Features and One Misapplication
Chapter 80 : High-Performing Teams : A Definition
Chapter 81 : Quality of Work Life for Consultants
Chapter 82 : The Interview as a Consulting Tool : Lessons from the Hiring Interview
Chapter 83 : The Perils of Intensive Management Training and How to Avoid Them
Chapter 84 : Facilitating Organizational Change Through Survey/Feedback and Implementation
Chapter 85 : Approaches to Organizational Needs Assessment
Chapter 86 : How Consultants Can Anticipate and Trigger Group Development : Alternative Models and Their Applied Implications
Chapter 87 : Productivity and the Quality of Work Life
Chapter 88 : Forecasting the Future : The Delphi Method in Organizational Consulting
Chapter 89 : Project Management for Organizational Consulting
Chapter 90 : How to Give Meaningful Praise
Chapter 91 : Managing the Older Worker
Chapter 92 : Emotions and Consultancy : Toward a Psychology of Helping
Chapter 93 : Knowing and Surfacing Organizational Culture : A Consultant’s Guide
Chapter 94 : Cross-Cultural Perspectives
Chapter 95 : A Model for Negotiation
Chapter 96 : Organizational Innovation as the Management of Interdependencies in Networks
Chapter 97 : Downsizing as a Mode of Organizational Change
Chapter 98 : Ethical Issues in Organizational Consultation
Chapter 99 : Essential Competencies for Internal and External OD Consultants
Chapter 100 : Organizing in the Knowledge Age : Anticipating the Cellular Form
Chapter 101 : An Intersection : Collaboration and Self Concept
Chapter 102 : A Typology of Change Programs : A Road Map to Change Programs and Their Differences from a Global Perspective
Chapter 103 : Group Support Systems : An Organization Development Intervention to Combat Groupthink
Chapter 104 : Privacy : Legal and Ethical Considerations for Consultants
Chapter 105 : Organizational Change as Applied Art : Blending Pace, Magnitude, and Depth
Chapter 106 : Process Consulting Guidelines for Development Assistance, with Case Study
Chapter 107 : Techniques for the Management of Organizational Change
Chapter 108 : The Production of Usable Knowledge
Chapter 109 : Process Consulting in a Content Field
Chapter 110 : A Burnout Workshop : Design and Rationale
Chapter 111 : Burnout in Organizational Consultation
Chapter 112 : Managing Organizational Change : A Primer for Consultants and Managers
Chapter 113 : Employee Assistance Programs and Workplace Consultation : Change, Opportunities, and Barriers as We Enter the Twenty-First Century
Chapter 114 : Tailored Management Development as a Vehicle for Strategy Implementation
Chapter 115 : Models of Consultation : What Do Organizations of the Twenty-First Century Need?
Chapter 116 : Time Management Hints
Chapter 117 : Creating the Learning Organization : Beyond Mechanisms
Chapter 118 : Creating Work Cultures with Competitive Advantage
Chapter 119 : Essential Differences Between Traditional Approaches to Consulting and a Collaborative Approach
Chapter 120 : Self-Awareness : An Essential Element Underlying Consultant Effectiveness
Chapter 121 : Values, People, and Organizations
Chapter 122 : Defective Group Decisions : Diagnosis and Intervention in Situations of Misguided Agreement
Chapter 123 : Roles in Group Development
Chapter 124 : Strategic Planning
Chapter 125 : Culture-Focused T Group : Laboratory Learning from the Interpretive Perspective
Chapter 126 : Consulting as Empowerment : Building Capacity Through Participatory Research, Experiential Learning, and Awareness
Chapter 127 : Critical Factors in Team Success : Diagnostic Questions for Team Leaders and Facilitators
Chapter 128 : Rethinking Organization Development for the Learning Organization
Chapter 129 : Developing Effective Community Groups
Chapter 130 : Using Success as a Framework for Community-Based Needs Assessment

Author Index
Subject Index