You are here

Fundamentals of Organization Development

Fundamentals of Organization Development

Four Volume Set
Edited by:

November 2009 | 1 672 pages | SAGE Publications Ltd
Applying a reflective behavioural science approach to the effectiveness and improvement of organizations, organization development has embedded itself firmly in the bricks and mortar of organization studies in the last half century. This collection brings together, for the first time, a diverse range of papers in the field, serving as the first point of reference for practitioners and academics alike.

Adopting a critical perspective, the pre-eminent editors have brought acknowledged twentieth-century milestones together with modern classics from the founders of this core theoretical area of organization studies, as well as other largely unacknowledged and difficult to find highlights - a renewed focus on which will help redefine understanding of the field.

Part I: Understanding Organization Development
Group Decision and Social Change

Kurt Lewin
Organization Development: Planned environmental change

Richard Beckhard
Organization Development

Frank Friedlander & L. David Brown
The Development of Human Systems: Basic themes

Fred Massarik, Newton Margulies & Robert Tannenbaum
Organization Development: Science, technology or philosophy

Edgar H. Schein
The New Agenda for Organization Development

W. Warner Burke
Organization Development from the View of the Experts

Don D. Warrick
T-Groups for Organizational Effectiveness

Chris Argyris
Overcoming Resistance to Change

Lester Coch & John R.P. French
Kurt Lewin and the Harwood Studies: The foundations of OD

Bernard Burnes
Part II: Research in Organization Development
The Process of Utilization of Social Research to Improve Social Practice

Ronald Lippitt
Action-research as Applied to Organization Development

Samuel A. Culbert
Organization Inquiry: Towards a new model of the action research process

Abraham B. Shani & William Pasmore
Survey-Guided Development: Using human resources measurement in organizational change

David G. Bowers & Jerome Franklin
The Case Meta-Analysis Method for OD

R.J. Bullock & Mark E. Tubbs
Organizational Change and the Conduct of Assessment Research

Edward E. Lawler III, David A. Nadler & Philip H. Mirvis
Introduction: Pillars of OD

David. Coghlan & A.B. (Rami) Shani
Part I: Values/Ethics
Values and Ethics in OD Practice

David Jamieson & William Gellerman
Part II: Change
Changing Organizations

Warren G. Bennis
General Strategies for Effecting Changes in Human Systems

Robert Chin & Kenneth Benne
Assessing the Process and Progress of Change in Organizational Change Programs

Philip H. Mirvis
Measuring Change and Persistence in Human Affairs: Types of change generated by OD designs

Robert T. Golembiewski, Keith Billingsley & Samuel Yeager
First-Order, Second-Order, and Third-Order Change and Organization Development Interventions

Jean M. Bartunek & Michael Moch
Development, Transition, or Transformation: The question of change in organizations

Linda Ackerman
Transformational and Coercive Strategies for Planned Organizational Change: Beyond the OD model

Dexter Dunphy & Doug A. Stace
A Review of Research on the Change Typology

Achilles A. Armenakis
Part III: Diagnosing
Open System Redesign

Charles Krone
Organizational Diagnosis: Six places to look for trouble with or without a theory

Marvin R. Weisbord
A Model for Diagnosing Organizational Behavior

David A. Nadler & Michael Tushman
Stream Analysis: A method for decomposing organization development interventions

Jerry Porras, Joan Harkness & Coeleen Klebert
Organization Development Diagnosis

Craig C. Lundberg
Part IV: Consulting
Dimensions of the Consultant's Job

Ronald R Lippitt
Rules of Thumb for Change Agents

Herbert A Shepard
Consultants and Detectives

Fritz Steele
An Organization Development Approach to Consulting

David A. Kolb & Alan Frohman
A General Philosophy of Helping: Process consultation

Edgar H. Schein
Part V: Understanding Interventions
The Primary Tasks of Intervention Activities

Chris Argyris
Choosing the Depth of Organizational Intervention

Roger Harrison
Planned Change in Underorganized Systems

L. David Brown
Introduction: Organization Development Interventions

A.B. (Rami) Shani and David Coghlan
Part I: Limited Change Programs
Career Development and Planning

Douglas T. Hall & Marilyn A. Morgan
The Confrontation Meeting

Richard Beckhard
Role Negotiation: A tough-minded approach to team development

Roger Harrison
Employee Fitness and Wellness Programs in the Workplace

Deborah Gebhardt & Carolyn Crump
Optimizing Team-building Efforts

Richard Beckhard
Part II: Focused Change Programs
When Does Job Restructuring Work? Organizational innovations at Volvo and GM

Noel M. Tichy & Jay. N. Nisberg
Management by Objectives: The team approach

Wendell L. French & Robert W. Hollmann
Self Designing Organizations: Towards implementing quality-of-work-life innovations

Thomas G. Cummings & Susan A. Mohrman
Quality Management: Practice risks and value-added roles for organization development practitioners

Ira M. Levin & Jonathan Z. Gottlieb
Part III: Holistic Change Programs
Breakthrough in Organization Development

Robert R. Blake, Jane S. Mouton, Louis B. Barnes & Larry Greiner
Strategies for Large System Change

Richard Beckhard
Future Search: Toward strategic intervention

Marvin E. Weisbord
Collateral Organization: A new change strategy?

Dale E. Zand
Advances in Appreciative Inquiry as an OD intervention

Gervase Bushe
Organizational Culture: What is it and how to change it

Edgar H. Schein
The Evolution of Sociotechnical Systems

Eric L. Trist
Sociotechnical Systems Redesign

William A. Pasmore
Business Process Reengineering at Blue Shield of California: The Integration of Multiple Change Initiatives

Michael W. Stebbins, A. B. (Rami) Shani, Wayne Moon & Debra Bowles.
How to have an Honest Conversation about your Business Strategy

Michael Beer & Russell Eisenstat
Introduction: Organization development - emerging issues and challenges

A.B. (Rami) Shani and David Coghlan
Part I: Future Research Paradigm
Action Science: Linking causal theory and meaning making in action research

Victor J. Friedman and Tim Rogers
Clinical Inquiry/Research

Edgar H. Schein
Collaborating for Management Research: From action research to intervention research in organizations

Armand Hatchuel & Albert David
Action Research and the Problem of the Single Case

Bjorn Gustavsen
Collaborative Management Research through Communities of Inquiry: Challenges and Skills

David Coghlan & A.B.(Rami) Shani
Towards a More Rigorous, Reflective, and Relevant Science of Collaborative Management Research

William A. Pasmore, Richard W. Woodman & Aneika L. Simmons
Part II: Learning
Action Science and Organizational Learning

Chris Argyris
Framing for Learning: Lessons in successful technology implementation

Amy C. Edmondson
Changing Others Through Changing Ourselves: The transformation of human systems

Robert E. Quinn, Gretchen Spreitzer, Gretchen & Matthew Brown
Fundamental Organizational Change as Organizational Learning: Creating time-based organizations

Susan A. Mohrman & Allan M. Mohrman, Jr.
Learning History: An action research practice in support of actionable learning

George Roth & Hilary Bradbury
Learning by Design: Key mechanisms in organization development

A.B. (Rami) Shani and Peter Docherty
Part III: Sustainability and OD
Sustained by Work: Individual and social sustainability in work organizations

Mari Kira and Frans M. van Eijnatten
Creating Sustainable, Desired Change in Teams through Application of Intentional C Change and Complexity Theories

Richard Boyatzis
Peter Senge, Benyamin Lichtenstein, Katrin Kaeufer, Hilary Bradbury & John Carroll

Collaborating for Systemic Change: Conceptual, relational, and action domains for meeting the sustainability challenge
Part IV: Global OD
Organization Development and Change Interventions: A seven-nation comparison

Ellen Fagenson-Eland, Ellen Ensher & W. Warner Burke
Lewin Meets Confucius: A review of the OD model of change

Robert Marshak
Organization Development in Asia: Globalization, homogenization, and the end of culture-specific practices

Tojo Thatchenkery
Part V: Understanding OD - The Future
Information Technology and the Lure of Integrated Change: A neglected role for organization development?

Joe McDonagh & David Coghlan
Forward to the Past: Reclaiming OD's influence in the world

Anne E. Feyerherm & Christopher G. Worley
The Postmodern Turn in OD

Gervase Bushe & Robert Marshak
The Future of OD Education in a Global and Sustainable World

Matt Minihan, & Kathleen Farquhar

For instructors

This book is not available as an inspection copy. For more information contact your local sales representative.

Purchasing options

Please select a format:

ISBN: 9781847870445