Ironies in Organizational Development Second Edition, Revised and Expanded pdf

[...]... “Change” as Trinitarian: Estimating Whether “Change” Occurs, and How Much, Requires Specifying the Kind of Change 565 Really Appreciating Appreciative Inquiry: Extending OD Technology/Values and Success Rates While Preserving the Essentials 591 Postscript About Multiple Ironies 26 Reducing Ironies and Increasing Success Rates: Tactics and Strategies 605 Author Index 651 Subject Index 663 Introduction... Inadequately Assessing LargeSystem Interventions and Their Effects 12 13 14 15 Illustrating Large-System Change in Business: Detailing a Design for Strategic Planning and its Effects 281 Illustrating Large-System Change in Government: Examining Some Surprises in Labor/Management Cooperation 321 Illustrating Large-System Change in Health Care: Reorganizing a Medical-Surgical Ward 347 Illustrating Large-System... message in some cases, new contexts and information in all cases THE INTENDED AUDIENCES As noted above, the intended audiences are OD consultants, both old hands and the large numbers of entrants that always seem to be with us; managers facing the challenge of continuous change and seeking a sense of value-guided methods; and the many researchers who work in organization behavior and theory, including... to such personal need-meeting can be distinguished: interpersonal and group processes, or how people relate and communicate; structural features, or how people are linked in coordinated and intendedly cooperative networks; and policies or procedures, or the rules of the game that encompass and direct both processes and structure in action Documenting in any depth the need-meeting potential of these three... isolating and resolving substantive issues The amount of unfinished business increases Individuals feel diminished interpersonal competence and psychological failure; that is, they fail to solve problems such that they remain solved, and without creating other (and often more formidable) problems Individuals become more dependent and cautious, which can lead to “don’t rock the boat” attitudes and thus reinforce... reinforce and deepen the tendencies outlined above Introduction xxi FIGURE 1 Two modes of interaction Organization norms develop that reinforce closedness, thus exacerbating normal tensions due to misunderstandings, lack of time, or conflicting missions and roles (line versus staff, subunit loyalties, and so on) In related ways, interventions with structure and policy/procedures can be unfettering and empowering,... reasons and guesses reflected in this volume OD values more clearly and insistently apply in the kind of society and economy we seem to be becoming: more educated and with a growing range of options and personal agendas; with more complex specialties that require integration right now rather than by -and- by; and living within organization structures that often require high degrees of personal, immediate involvement... of micro-applications were made and, in many cases, they also required extension and integration In sum, Cycle IV was essentially in- process, and several of its themes required extension in Cycle V Cycle III, 1970–1975: Applications in Planned Change, Largely Micro-Scale This cycle involved a kind of winnowing of sources in planned change via OD ventures in which I was involved, typically as a member... deficiencies Or at least this position is worth reviewing What can this third point of view mean? Much of the potency of OD lies in its values, and its aspirations being so right, and so generally desired as well as desirable, that OD’s inherent worth often carries both intervenors and many of their clients over individual and collective inadequacies and shortcomings In this sense, OD is valuable not only for... technology for intervening in organization and process (e.g., Golembiewski, 1979, especially Vol 1; Golembiewski, 1995) In short, I see my role as an OD intervenor as helping induce greater responsible freedom (see Chapters 7 through 9) The freedom comes in a concerted effort to meet personal needs at work while meeting work demands, and also in empowering employees as well as unfettering modes Three . Ethics: Second Edition, Revised and Expanded, edited by Terry L. Cooper 87. Handbook of Organizational Behavior: Second Edition, Revised and Expanded, edited. Politics and Process, Second Edition, Revised and Expanded, Jay M. Shafritz, Albert C. Hyde, and David H. Rosenbloom 11. Changing Bureaucracies: Understanding