© Pixmann/Imagezoo/Getty Images 10e Organization Development & Change Thomas G Cummings University of Southern California Christopher G Worley University of Southern California Pepperdine University Australia • Brazil • Mexico • Singapore • United Kingdom • United States Organization Development & Change, Tenth Edition Thomas G Cummings and Christopher G Worley Senior Vice President, LRS/Acquisitions & Solutions Planning: Jack W Calhoun Editorial Director, Business & Economics: Erin Joyner Product Director: Michael Schenk Product Manager: Scott Person Content Developer: Sarah Blasco Product Assistant: Tamara Grega Brand Manager: Robin LeFevre © 2015, 2009 Cengage Learning ALL RIGHTS RESERVED No part of this work covered by the copyright herein may be reproduced, transmitted, stored or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or 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Cengage Learning 200 First Stamford Place, 4th Floor Stamford, CT 06902 USA Cengage Learning is a leading provider of customized learning solutions with office locations around the globe, including Singapore, the United Kingdom, Australia, Mexico, Brazil, and Japan Locate your local office at: www.cengage.com/global Cengage Learning products are represented in Canada by Nelson Education, Ltd To learn more about Cengage Learning Solutions, visit www.cengage.com Purchase any of our products at your local college store or at our preferred online store www.cengagebrain.com Printed in the United States of America 17 16 15 14 13 Dedication To Chailin and Debbie, still the loves of our lives And to our wonderful children, Catherine Cummings and Sarah, Hannah, and Samuel Worley In Memory of the Fallen Larry Greiner Richard Hackman Tony Raia Edie Seashore Charlie Seashore In Loving Memory Jessica Joan Worley © Pixmann/Imagezoo/Getty Images Brief Contents Preface xvi About the Authors xxii CHAPTER General Introduction to Organization Development CHAPTER The Nature of Planned Change CHAPTER The Organization Development Practitioner 20 CHAPTER Entering and Contracting CHAPTER Diagnosing CHAPTER Designing Interventions CHAPTER Managing Change 45 CHAPTER 12 Restructuring Organizations iv Transformational Change Continuous Change CHAPTER 20 157 179 207 264 438 439 473 497 Transorganizational Change 528 529 569 605 PART Special Applications of Organization Development 658 CHAPTER 21 Organization Development for Economic, Ecological, and Social Outcomes 659 CHAPTER 22 Organization Development in Nonindustrial Settings: Health Care, School Systems, the Public Sector, and Family–Owned 685 CHAPTER 23 297 PART Technostructural Interventions Interventions CHAPTER 19 123 403 PART Strategic Change 89 Interpersonal and Group Process Approaches 265 Organization Process Approaches Workforce Diversity and Wellness CHAPTER 18 CHAPTER 10 CHAPTER 11 Talent Management 75 PART Human Process Interventions CHAPTER 15 CHAPTER 17 CHAPTER Evaluating and Institutionalizing Organization Development Interventions Interventions CHAPTER 16 74 375 PART Human Resource 21 CHAPTER Collecting, Analyzing, and Feeding Back Diagnostic Information CHAPTER 14 Performance Management PART The Process of Organization Development Employee Involvement Work Design PART Overview of Organization Development CHAPTER 13 338 339 Future Directions in Organization Development 731 Glossary 784 Name Index 793 Subject Index 797 © Pixmann/Imagezoo/Getty Images Contents Preface About the Authors CHAPT ER xvi xxii General Introduction to Organization Development 1-1 Organization Development Defined 1-2 The Growth and Relevance of Organization Development 1-3 A Short History of Organization Development 1-3a Laboratory Training Background 1-3b Action Research and Survey-Feedback Background 1-3c Normative Background 1-3d Productivity and Quality-of-Work-Life Background 11 1-3e Strategic Change Background 13 1-4 Evolution in Organization Development 13 1-5 Overview of the Book 15 Summary 17 Notes PART CHAPT ER 17 Overview of Organization Development The Nature of Planned Change 20 21 2-1 Theories of Planned Change 2-1a Lewin’s Change Model 2-1b Action Research Model 2-1c The Positive Model 26 2-1d Comparisons of Change 22 22 24 2-2 General Model of Planned Change 28 2-2a Entering and Contracting 28 2-2b Diagnosing 29 2-2c Planning and Implementing Change 29 2-2d Evaluating and Institutionalizing Change 30 2-3 Different Types of Planned Change 30 2-3a Magnitude of Change 30 Models 27 Application 2.1 Planned Change at the San Diego County Regional Airport Authority 31 2-3b Degree of Organization 34 2-3c Domestic versus International Settings 35 Application 2.2 Planned Change in an Underorganized System 36 2-4 Critique of Planned Change 40 2-4a Conceptualization of Planned Change 2-4b Practice of Planned Change 41 40 v vi CONTENTS Summary Notes CHAPT ER 42 42 The Organization Development Practitioner 45 3-1 Who Is the Organization Development Practitioner? 46 3-2 Competencies of an Effective Organization Development Practitioner 3-2a Intrapersonal Skills or “Self-Management” Competence 48 3-2b Interpersonal Skills 51 3-2c General Consultation Skills 51 3-2d Organization Development Theory 52 3-3 The Professional Organization Development Practitioner 52 3-3a Role of Organization Development Professional Positions 52 47 Application 3.1 Personal Views of the Internal and External Consulting Positions 55 3-3b Careers of Organization Development Professionals 59 3-4 Professional Values 60 3-5 Professional Ethics 61 3-5a Ethical Guidelines 61 3-5b Ethical Dilemmas 62 Application 3.2 Kindred Todd and the Ethics of OD 65 Summary Notes 67 Appendix PART CHAPT ER 66 70 The Process of Organization Development Entering and Contracting 75 4-1 Entering into an OD Relationship 76 4-1a Clarifying the Organizational Issue 76 4-1b Determining the Relevant Client 77 4-1c Selecting an OD Practitioner 78 4-2 Developing a Contract 79 Application 4.1 Entering Alegent Health 4-2a Mutual Expectations 81 4-2b Time and Resources 81 4-2c Ground Rules 82 4-3 74 80 Interpersonal Process Issues in Entering and Contracting 82 Application 4.2 Contracting with Alegent Health 83 Summary Notes CHAPT ER 87 87 Diagnosing 89 5-1 What Is Diagnosis? 5-2 The Need for Diagnostic Models 91 90 5-3 Open-Systems Model 92 5-3a Organizations as Open Systems 92 5-3b Diagnosing Organizational Systems 94 vii CONTENTS 5-4 Organization-Level Diagnosis 96 5-4a Inputs 96 5-4b Design Components 98 5-4c Outputs 100 5-4d Alignment 100 5-4e Analysis 101 Application 5.1 Steinway & Sons 5-5 102 Group-Level Diagnosis 106 5-5a Inputs 106 5-5b Design Components 107 5-5c Outputs 108 5-5d Alignment 108 5-5e Analysis 109 Application 5.2 Top-Management Team at Ortiv Glass Corporation 110 5-6 Individual-Level Diagnosis 112 5-6a Inputs 112 5-6b Design Components 113 5-6c Outputs 113 5-6d Alignment 114 5-6e Analysis 114 Application 5.3 Job Design at Pepperdine University 115 Summary 119 Notes CHAPT ER 119 Collecting, Analyzing, and Feeding Back Diagnostic Information 6-1 The Diagnostic Relationship 123 6-2 Collecting Data 126 6-2a Questionnaires 127 6-2b Interviews 129 6-2c Observations 130 6-2d Unobtrusive Measures 123 131 6-3 Sampling 132 6-4 Analyzing Data 133 6-4a Qualitative Tools 133 6-4b Quantitative Tools 135 Application 6.1 Collecting and Analyzing Diagnostic Data at Alegent Health 136 6-5 Feeding Back Data 142 6-5a Content of Feedback 142 6-5b Process of Feedback 144 6-6 Survey Feedback 145 6-6a What Are the Steps? 145 Application 6.2 Training OD Practitioners in Data Feedback 146 6-6b Survey Feedback and Organizational Dependencies 148 Application 6.3 Survey Feedback and Planned Change at Cambia Health Solutions 149 6-6c Limitations of Survey Feedback 152 6-6d Results of Survey Feedback 152 Summary 154 Notes 154 viii CONTENTS CHAPT ER Designing Interventions 7-1 Overview of Interventions 157 7-1a Human Process Interventions 157 7-1b Technostructural Interventions 159 7-1c Human Resources Management Interventions 7-1d Strategic Change Interventions 161 160 7-2 What Are Effective Interventions? 7-3 How to Design Effective Interventions 163 7-3a Contingencies Related to the Change Situation 164 7-3b Contingencies Related to the Target of Change 171 Summary Notes CHAPT ER 157 162 173 175 Managing Change 179 8-1 Overview of Change Activities 179 8-2 Motivating Change 181 8-2a Creating Readiness for Change 181 8-2b Overcoming Resistance to Change 183 8-3 Creating a Vision 184 Application 8.1 Motivating Change in the Sexual Violence Prevention Unit of Minnesota’s Health Department 185 8-3a Describing the Core Ideology 186 8-3b Constructing the Envisioned Future 187 8-4 Developing Political Support 188 Application 8.2 Creating a Vision at Premier 189 8-4a Assessing Change Agent Power 192 8-4b Identifying Key Stakeholders 192 8-4c Influencing Stakeholders 192 8-5 Managing the Transition 193 Application 8.3 Developing Political Support for the Strategic Planning Project in the Sexual Violence Prevention Unit 194 8-5a Activity Planning 196 8-5b Commitment Planning 196 8-5c Change-Management Structures 196 8-5d Learning Processes 196 8-6 Sustaining Momentum 197 Application 8.4 Transition Management in the HP–Compaq Acquisition 198 8-6a Providing Resources for Change 200 8-6b Building a Support System for Change Agents 200 8-6c Developing New Competencies and Skills 200 8-6d Reinforcing New Behaviors 201 8-6e Staying the Course 201 Application 8.5 Sustaining Change at RMIT University Library in Melbourne, Australia 202 Summary Notes 205 204 ix CONTENTS CHAPT ER Evaluating and Institutionalizing Organization Development Interventions 9-1 Evaluating Organization Development Interventions 9-1a Implementation and Evaluation Feedback 208 9-1b Measurement 211 9-1c Research Design 216 Application 9.1 Evaluating Change at Alegent Health 9-2 Institutionalizing Organizational Changes 9-2a Institutionalization Framework 222 9-2b Organization Characteristics 222 9-2c Intervention Characteristics 223 9-2d Institutionalization Processes 224 9-2e Indicators of Institutionalization 226 207 207 219 221 Application 9.2 Institutionalizing Structural Change at Hewlett-Packard 227 Summary 229 Notes 229 Selected Cases 232 Sunflower Incorporated 232 Kenworth Motors 234 Peppercorn Dining 238 Diagnosis and Feedback at Adhikar 257 Managing Change: Action Planning for the Vélo V Project in Lyon, France 262 PART CHAPT E R 10 Human Process Interventions 264 Interpersonal and Group Process Approaches 265 10-1 Diagnostic Issues in Interpersonal and Group Process Interventions 10-2 Process Consultation 267 10-2a Basic Process Interventions 266 268 Application 10.1 Process Consultation at Christian Caring Homes, Inc 271 10-2b Results of Process Consultation 273 10-3 Third-Party Interventions 274 10-3a An Episodic Model of Conflict 275 10-3b Facilitating the Conflict Resolution Process 276 10-4 Team Building 277 Application 10.2 Conflict Management at Ross & Sherwin 278 10-4a Team-Building Activities 282 10-4b Interventions Relevant to Individual Behavior 285 10-4c Interventions Relevant to the Group’s Behavior 285 10-4d Interventions Affecting the Group’s Integration with the Rest of the Organization 286 Application 10.3 Aligning Senior Teams at Vaycot Products 10-4e The Manager’s Role in Team Building 291 10-4f The Results of Team Building 292 Summary 293 Notes 294 287 x CONTENTS CHAPT E R 11 Organization Process Approaches 297 11-1 Diagnostic Issues in Organization Process Interventions 298 11-2 Organization Confrontation Meeting 298 11-2a Application Stages 299 Application 11.1 A Work-Out Meeting at General Electric Medical Systems Business 300 11-2b Results of Confrontation Meetings 301 11-3 Intergroup Relations Interventions 301 11-3a Microcosm Groups 301 11-3b Resolving Intergroup Conflict 304 Application 11.2 Improving Intergroup Relationships in Johnson & Johnson’s Drug Evaluation Department 307 11-4 Large Group Interventions 309 11-4a Application Stages 310 Application 11.3 Using the Decision Accelerator to Generate Innovative Strategies in Alegent’s Women’s and Children’s Service Line 314 11-4b Results of Large Group Interventions 318 Summary Notes 319 320 Selected Cases 322 Lincoln Hospital: Third-Party Intervention 322 Large Group Interventions at Airbus’ ICT Organization PART CHAPT E R 12 329 Technostructural Interventions 338 Restructuring Organizations 339 12-1 Structural Design 339 12-1a The Functional Structure 340 12-1b The Divisional Structure 342 12-1c The Matrix Structure 344 12-1d The Process Structure 346 12-1e The Customer-Centric Structure 349 Application 12.1 Healthways’ Process Structure 12-1f The Network Structure 353 350 12-2 Downsizing 356 Application 12.2 Amazon.com’s Network Structure 357 12-2a Application Stages 359 Application 12.3 Downsizing in Menlo Park, California 12-2b Results of Downsizing 363 362 12-3 Reengineering 364 12-3a Application Stages 365 12-3b Results from Reengineering 368 Application 12.4 Honeywell IAC’s TotalPlant™ Reengineering Process 369 Summary Notes CHAPT E R 13 371 371 Employee Involvement 13-1 Employee Involvement: What Is It? 376 13-1a A Working Definition of Employee Involvement 376 375 796 NAME INDEX San Diego County Regional Airport Authority (SDCRAA), 31–33 Sanofi-Genzyme, 608 Saudi Aramco, 582 Schein, Edgar, 86, 267, 270 Schein, V., 550 Schwab, Ted, 314 Sears, 182, 342 Selmer Instruments, 102 Semco S/A, 169 Semler, Ricardo, 169 Senge, Peter, 699 Sensor, Wayne, 314 Seymour, Audrey, 362 SGL Carbon, 390 Shafer-Payne, Angela, 31, 44 Shell Oil Company, 375, 582 Shepard, Herbert, Shingo Prize, 386 Shirky, Clay, 695 Siemens, 541 Smisek, Jeff, 613–615 Smith, Adam, 714 Society of Organization Learning (MIT), 733 Sondheim, Stephen, 102 Sony, 187, 541, 558 Southwest Airlines, 375, 552 Southwest-AirTran, 608 Sparks, Paul, 685 Spoornet, 169 Sprint-Nextel, 512 Staley, James, 382 Standard Oil of New Jersey, 342 Standard & Poor’s, 390 Stanford University, 59 Starbucks, 616 Starwood Hotels, 390 Steinway Musical Instruments Company, 102 Steinway & Son, 102–104 Stiglitz, Joseph, 737 Stride Rite Corporation, 503 Subway, 616 Sullivan, Roland, 330–337 Sunflower Incorporated, 232–233 The SunHealth Alliance, 187 Sun Health care Group, 691 Sun Microsystems Inc., 198, 553, 608 Survey Research Center, Suzuki, 738 Syverson, Cindra, 690 T Tannenbaum, Robert, 8, 48 Tata Corporation, 187 Tavistock Institute of Human Relations (London), 11, 414, 733 Taylor, Frederick, 404 Teekay, 477 Telefonica, 582 Telemundo Network, 512 Telkom, 169 Texaco, 498 Texas Instruments, 14, 364, 375, 405 Thomas, David, 577–579 3M, 47, 187, 346, 375, 536, 550, 560 T-Mobile, 608, 610 Tosi, W., Jr., 448 Total Renal Care (TRC), 647–648 Toto, 541 Touche, 511 Toyota, 6, 170, 187, 318, 616, 737 Transportation Security Administration, 487 Tremont Hotel (Chicago), Trist, Eric, 11 TRW Space Systems, 8, 36, 306 Tushman, M., 96 Tyson, Ed, 691 U UNICEF, 677 Unilever, 536, 545, 738, 746 Union Carbide, Union of Japanese Scientists and Engineers (JUSE), 385 United Airlines, 613–615 United Auto Workers (UAW), 12, 384 United-Continental, 608 UnitedHealthcare, 689 UnitedHealth Group, 688 United Technologies, 414, 458 University Associates, 59 University Cooperative Research Center Program (IUCRCP), 37 University of California, Los Angeles (UCLA), 8, 36, 37, 47, 59, 314 University of Michigan, 59, 127, 384, 509 University of Southern California (USC), 36, 47, 59, 80, 127, 377, 490 U.S Army, 582 U.S Commerce Department, 390 U.S Department of Labor, 459, 482 US Airways, 613 V Vaycot Product, 287–291 Verizon, 41, 375 Vitro, 14 Volvo, 171, 423, 428 W Wachovia, 608 Walmart, 96 Walton, R., 276 Ward, J., 716, 717 Watson, J., 22 Wegmans, 490 Weil, R., 306 Weisbord, M., 96, 127 Welch, Jack, 300 Wells Fargo Bank, 375, 512, 582, 608 Westley, B., 22 West Paces Ferry Hospital, 388 West Penn Allegheny Health System, 688 Weyerhaeuser, 52, 385, 504, 511 Whitbread PLC, 576, 577–579 Whitehead, Jack, 701 Whole Foods, 187, 490 Whyte, William, William Hill, 740 Winby, Stu, 314 Wine.com, 358 Women’s and Children’s (W&C), 314, 316 World Health Organization, 677 World Trade Organization, 677 World Vision, 318 World Wildlife Fund (WWF), 743 Worley, C., 2, 47, 319, 593, 597–598, 744 Wurlitzer, 102 X Xerox, 36, 346, 385, 390, 511 Y Yahoo, 608 Yamaha, 101, 102, 103, 104 Yellow Transit Co., 382 Young, John, 227, 228 Young Chang, 102 © Pixmann/Imagezoo/Getty Images Subject Index A Absenteeism effect of skill-based pay on, 458 positive effect of EAPs on, 513 Accountability, 433 Accountable Care Organization (ACO), 687 Achievement needs, 285, 413, 448 Achievement orientation, in global OD, 166 Acquisition, 162, 607–615 See also Mergers and acquisitions (M&As) Action learning, 26, 480 Action map, in organization learning, 589 Action planning, 90, 157, 292, 572–573 for coaching, 475 for Vélo V project, 262–263 Action research, 8–9, 25–26, 681 model, 24–26, 27 process, used by groups in parallel structures, 379–381 trends in application of, 25 Action research model, 24–26, 27 Action science, 26 Active listening, 183 Adaptive learning, 588 See also Single-loop learning After-implementation evaluation, 208 Age average, of U.S workforce, 484–486 in workforce diversity, 484–486 Agency, 624, 706, 707, 709 Agency cost, 714 Aggressiveness, as sustainable effectiveness strategy, 661 Agile organization designs, 664–667 building, 670 features of, 664–667 human resource systems, 666–667 management processes, 665–666 structures, 665 work systems, 664–665 Alignment individual-level diagnosis, 114 in organization system, 94 Alliance interventions, 606 cross-cultural, 620 strategic, 616–620 Alliances, 162 defined, 616 operation and adjustment, 617 partner selection, 616–617 strategy formulation for, 616 structuring and start-up, 617 Alpha change, 218 Alternative dispute resolution (ADR), 274–275 American Recovery and Reinvestment Act (ARRA), 627–628, 687, 697 Americans with Disabilities Act (ADA), 498, 499, 708 Analysis of applying individual-level diagnosis to job design, 91, 95, 114 content, 133–134 force-field, 134–135 group-level diagnosis, 109–112 organization-level, Steinway & Sons, 103–104 Applications adapting the appraisal process at capital one financial, 453–455 Alaska Health Workforce Coalition (AHWC), 627–631 aligning strategy and diversity at L’oréal, 505–506 aligning senior team at Vaycot Products, 287–291 Amazon.com’s network structure, 357–358 American Healthways’ process structure, 350–351 in an underorganized system, 36–39 approaching employee orientation as a cultural experience, 302–303 building alliance relationships, 618–620 changing the human capital management practices at cambia health solutions, 446–448 conflict management at Ross and Sherwin (R&S), 278–281 contracting at American Healthways Corporation, 350–351 creating a built-to-change organization at Capital One Financial, 599–601 creating a vision at Premier, 189–191 culture of work in Western China, 542–544 developing self-managed teams at WI, inc., 421–422 dialogue and organization learning at DMT, 594–596 dynamic strategy making at Whitbread PLC, 577–579 employee involvement, 376–377, 379–381, 384, 392–393, 398, 403 enriching jobs at the Hartford’s employee relations consulting services group, 410–412 ethics of OD, 62–66 Honeywell IAC’s TotalPlant reengineering process, 369–371 implementing the global strategy, 542–544 institutionalizing structural change at HewlettPackard, 227–228 Interface Carpets transformation to sustainability, 671–672 job design at Pepperdine University, 115–116 in Johnson & Johnson’s drug evaluation department, 307–308 Johnson & Johnson’s health and wellness program, 514–515 leading your business at Microsoft Corporation, 479–480 managing strategic change at Microsoft Canada, 553–554 Pepsico’s career planning and development framework, 491–493 personal views of the internal and external consulting positions, 55–56 and planned change at Cambia health solutions, 149–152 planned change at the San Diego County Regional Airport Authority (SDCRAA), 31–33 planning United and Continental merger, 613–615 process consultation at Christian Caring Homes, Inc., 271–273 revising the reward system at Lands’ End, 465–466 self-design at Healthways Corporation, 583–584 social and environmental change at LDI Africa, 678–680 Steinway’s strategic orientation, 102–104 top-management team at Ortiv Glass Corporation, 110 training OD practitioners in data feedback, 146–147 a work-out meeting at General Electric Medical Systems (GEMS), 300–301 Appraisal, performance See Performance appraisal Appreciative inquiry (AI), 26 “Arab Spring,” 736 Arthik siksha, 257 Artifacts, of organization culture, 556 The Art of Japanese Management (Pascale and Athos), 552 Assessment, 475 See also Evaluation, OD intervention in coaching, 474–476 performing needs, 481 Assessment centers, 487 Authenticity, 700 Autonomy employee, 406–407 increase of, in vertical loading, 409 team, 416–417 of team members, maintaining sufficient, 418 B Balanced scorecard, 442 Basic assumptions, of organization culture, 558 797 798 SUBJECT INDEX Basic design alternatives, 535–537 Behaviorally anchored rating scale (BARS), 450 Behavioral sciences, 2, 4, 734 coaching, using principles of applied, 475 consultation with experts from field of, 24 Behaviors changes in, required by OD interventions, 208 goal setting, to jointly define member work, 442 network, 624 strategically driven work, 441 team, 201 Benchmarks, 389, 419, 442 Benevolent authoritative systems, 10 Beta change, 218 Big, Hairy, Audacious Goals (BHAG), 187, 572, 583 “Big 5” instrument, 475 Biofeedback, 512 Bonus plans, 460 See also Gain sharing individual, 460 Boundary control, 416 Boundary management, 415, 420, 724 Bowling Green State University, 14 Brainstorming, 626 Breadth, as sustainable effectiveness strategy, 661 Bridging organizations, 670 Bridging role, of GSCO change agents, 680, 681 Brokers, 355 Budget Control Act of 2011 (BCA), 688 Built-to-change organizations, 593–601 application stages, 597–601 orchestration capability, building, 598–601 redefining organization design components for flexibility, 597–598 reframing culture as a facilitator of change, 597 creating at Capital One Financial, 599–601 design guidelines, 593–597 for B2C organizations, 596 from design to designing, 596 from strategy to strategizing, 596 design guidelines for B2C organizations, 596 dialogue and organization learning at DMT, 594–596 human resource practices, 598 Built to Last (Collins and Porras), 552 Burke, Warner, Burnout, 45, 60 steps to cope with, 60 use of sabbaticals to avoid, 511 Business-to-business market, organizational issues in, 739–740 Business Week, 554 C California Senate Bill AB93, 32 Capital budgeting, 611 Career development, 480 See also Career planning and development appropriate set of processes, 484–486 interventions, 484 Career planning, 174, 476 application stages, 482–493 appropriate set of career development processes, 484–490 mechanism, 482–484 and development, 161 and development interventions, 480 goals, 481–482 individual and human resources, 485 (figure 16.1) PepsiCo’s framework, 491–492 results, 477 Career planning and development, 480–493 individual employee development intervention, 484 performance feedback and coaching interventions, 489 role and structure interventions, 488 work-life balance interventions, 490 Career stages, 481–482 and career planning issues, 483 (figure 16.1) Career systems, in HIOs, 393 Carey Award, 386 Carnegie Foundation, Case studies See also Integrative case studies City of Carlsbad, California, restructuring the Public Works Department, 433–434 diagnosis and feedback at Adhikar, 257–161 Disk Drives, inc., 523–527 employee benefits at HealthCo, 519–522 background, 520 recent events, 520–522 three scenarios, 519–520 managing change in the manufacturing and distribution division of PolyProd, 262–263 preliminary diagnosis, in conjunction with OD practitioner, 24 Sullivan Hospital System, 435–437 Cause-and-effect diagrams, 388 Chaeobols, 354, 620 Change See also Resistance, to change consultant-dominated, 25–26 contingencies related to target of, 164–171 creating readiness for, 181–183 culture, 161 guides for facilitating network, 625–626 implementing and evaluating, in family businesses, 724–725 managing network, 624–626 methods for generating sufficient dissatisfaction to produce, 181–184 motivating, 181–184 organization development (OD) and, 158 practical advice for managing (figure 8.1), 180 programmability and, 223 situation, contingencies related to, 164–171 target, level of, 223–224 Change, leading and managing developing political support for strategic planning project in sexual violence prevention unit, 195 managing transition learning processes, 196–197 Change agents activities of, 200, 201 attention to power and political activity by, 192 building support system for, 180, 200 employee involvement and, 200 identification of powerful individuals and groups with interest in changes, by, 192–193 OD practitioners and, 625–626 sexual violence prevention unit of Minnesota’s health department, 185–186 specification of criteria for network membership by, 621 trade-offs involving, 219 use of power strategy by, 193–197 Change management, 3, 46, 179–201 activities contributing to effective (figure 8.1), 180 distinguishing between organization development and, need for competence in, 163 overview of, 179–181 Change process, 81, 83 time element of, 197 China China Association for NGOs (CANGO), 743 environmental controls and, 738 income inequality in, 737 China Association for NGOs (CANGO), 743 Choice, free and informed choice, 163 Clean Water Act, 709 Client determining relevant, 77 relationships, in job enrichment, 407, 409 Closed system, 93 Coaching, 160, 174, 474–476 application stages, 475 goals, 474–475 individual, interpersonal, and group process approaches, 265–293 interventions, performance feedback and, 489 organization process approaches, 297–319 results of, 476 training and development, 146 Codification, in organizing knowledge, 592 Collaborative strategies, 616, 740, 742 Collateral structures, 379 Collecting and analyzing diagnostic and feeding back information, 123–154 See also Data gathering data analysis techniques, 133–142 qualitative tools, 133–135 quantitative tools, 135–142 diagnostic relationship/contract, 123–126 methods for, 126–132 interviews, 129–130 observations, 130–131 questionnaires, 127–129 sampling, 132–133 unobtrusive measures, 131–132 Commission on the Future of WorkerManagement Relations, 384 Commitment internal, 163 to intervention, 224–225 Communication, 361 about reward systems, importance of, 455–453 building good, in family businesses, 723 changing nature of, 695 in different types of organizations, 35 effective, about changes, 174 process consultation and, 157–158, 267–268 and resistance to change, 183 structure activities, 381 SUBJECT INDEX Communities of practice, 592 Comparison unit, 217 Compatibility, in work design, 420 Compensation specialists, 440, 466 Competing values approach, 557–558 to diagnosing organization culture, 534–535 Competition strategies for, 610–611 stress related to increased global, 504, 530 Competitive advantage ability to manage change as key source of, 743 diversity as source of, 497–498 sustainability as a source of, 746 Competitive logic, 572 Competitive strategies, 561–562, 572, 586 integrated strategic change, 548–552 mergers and acquisitions, 162, 610–611 Confidentiality, 71 issues of, 82 OD practitioners and, 125 Conflict management, 278–281 Conflict resolution, 169 process, facilitating, 276–277 Conflict resolution cyclical model of interpersonal (figure 10.2), 275 Conflict(s) See also Conflict resolution episodic model of, 275–276 informal procedures for resolving intergroup, 306–309 management at Ross and Sherwin (R&S), 278–281 mediation, 690 ongoing, in OD field, 734 relationship between change orders and (table 6.5), 140 and rivalry in family businesses, 719–720 social, 737 value and goal, 64 Congress, 384, 386, 686 establishment of Malcolm Baldrige National Quality Award by, 386 Congruence, 222–223 Connectedness (OD practitioners), 625 Connectors, in networks, 625, 626 Consultants, 26, 52–54, 82 See also Third-party interventions differences between external and internal (table 3.2), 53 quick solutions and, 41 resolution of dependency issues by, 64 team-building meeting, 286 third-party, 274–275 Consultative roles, in career development, 488– 489 Consultative systems, 10 Content analysis, 133–134 Content interventions, 270 Content validity, 215, 216 Context orientation, in global OD, 165–166 Continuous change, 569–604 built-to-change organizations, 593–601 application stages, 597–601 design guidelines, 593–597 dynamic strategy making, 570–576 application stages, 573–576 conceptual framework, 571–573 dynamic strategy making at Whitbread PLC, 577–579 ladder of inference, 590, 591 learning organizations, 582–593 conceptual framework, 584–586 Healthways Corporation (HMC), 583–584 knowledge management interventions, 585, 586 organization learning interventions, 586–593 outcomes of OL and KM, 586 organization learning affects organization performance, 586 self-design at Healthways Corporation, 583–584 self-design change process, 580 self-designing organizations, 576–582 application stages, 579–582 self-design change process, 580 turbulent environments, demands of, 576–579 Continuous quality improvement (CQI), 65 Contract, 79, 238–239 Control charts, 388 Control system See also Diagnosing organizations as job enrichment constraint, 412 of work system, 419 Convention stage in network development, 622–623 Convergent validity, 216 Coordinating mechanisms, in networks, 355 Core job dimensions, 405–407 Core purpose, 186–187 example of, 190 Core values, 186–187 example of, 190 Corporate Culture and Performance (Kotter and Heskett), 552 Cost/benefit trade-off, of alliances, 428 Cost-minimization strategy, 535 Cost-of-living adjustments (COLA), 458 Cross-cultural issues, 281 Cultural context, organization development, 167–171 achievement orientation, 166 context orientation, 165–166 individualism, 166 power distance, 166 uncertainty avoidance, 166 Cultural diversity, 734, 736–737, 742, 746 Cultural resistance, 183 Cultural values and organization customs, 165 Culture change, 161, 187, 552 application stages, 597 competing values approach, 557 deep assumptions approach, 557–558 defining and diagnosing, 552, 555–558 guidelines for, 559–560 at IBM, 561–562 national, 164 organization culture and organization effectiveness four major elements, 556–558 Culture components, 555 Culture(s) approaching employee orientation as a cultural experience, 746 change, 187 See also Culture change 799 corporate, 608 creating effective, in health care industry, 691–692 ethnocentric, 746 features of M&As, 610, 612 globalization and, 737 interaction between different, due to globalization, 281 lack of success in establishing common, 189–191 melding corporate, 199 organization, 49, 99 inferred, 105 integration activities for M&As, 612 supporting aligned, 691–692 technical and managerial innovation and, 745 value and organization customs, 165 and values, in workforce diversity intervention, 497–498 Customer satisfaction, 347 Customer tiebreakers, 572 D Data misuse of, 63 unobtrusive, 131–132 Data gathering See also Collecting and analyzing diagnostic and feeding back information after action, 24 in conjunction with OD practitioner, 24 and feedback cycle (figure 6.1), 124 methods, 123 preliminary, 76 Decision accelerators, 319 Decision making authority, of self-managed work teams, 415 group, 277 improving, 285 including peers and subordinates in process of, 464 in public-sector organizations, 704, 707–708 Deep assumptions approach, to diagnosing organization culture, 557–558 Defensive behavior, 144 Deming Prize, 385 Dependency, 63, 64, 86 survey feedback and organizational, 148 Deutero-learning, 588 Developmental training, 489 Development organizations (DOs), 670 See also Global social change organizations (GSCOs) Diagnosing organizations, 89–96 See also Diagnosis of current organization structure, 90 need for diagnostic models, 91–92 open-systems model, 92–96 organization-level diagnosis, 96–98 Diagnosis, 48, 50 See also Diagnosing organizations components of, 94 of family-run organizations, 722 group-level, 109–112 analysis (Ortiv Glass Corporation), 109–112 groups and jobs, 109–112 individual-level, 112–114 800 SUBJECT INDEX Diagnosis (continued) joint, 24–25 linking interventions to, 208 in OD, 90–91 organization, 123 of organizational systems, 94–96 organization-level, 96–101 alignment, 100 analysis, 101–106 design components, 98–99 inputs, 93 in planned change, 29 preliminary, in conjunction with OD practitioner, 24 of state of alliance, 617 of team’s design components (Ortiv Glass Corporation), 110 Dialogue approach, in organization learning, 589 Difference tests, 140–142 Differentiation, 98, 104 as sustainable effectiveness strategy, 661 Diffusion, 225 Disabilities, as workplace diversity factor, 502 DISC profile, 475 Discriminant validity, 216 Disintermediation, 355 Disk Drives, inc., 523–527 Diversity, 497–504 general framework for managing (figure 17.1), 498 increased, in health care industry, 695 as source of competitive advantage, 497–498 Divisional structure, 342–344 advantages and disadvantages of, 342–344 table, 12.2, 343 Domestic-partner benefit plans, 502 Double-loop learning, 588 See also Generative learning Downsizing, 159, 174, 339, 356–359, 704 application stages, 359–361 coaching, used in, 474 increase of EAP use during, 512 in Menlo Park, 362–363 results of, 363–364 stress related to, 490 tactics (table 12.8), 360 Dual career employees, 490 Due diligence assessment, performing, 610 processes, inadequate, 608 During-implementation assessment, 208 Dynamic capabilities, 569 of agile organization designs, 664 E EAP See Employee assistance programs (EAP) Ecological sustainability, 736, 745–746 E-commerce, 5, 739–740 Economic development as contingency affecting OD success, 166–167 organization development industrial economies, 167 industrializing economies, 167 subsistence economies, 167 Economy cost of stress-related disorders to U.S., 504 globalization of, 735–737 ED Recovery Act, 697 Elementary and Secondary Education Act of 1965 (ESEA), 697 Emergence, of global economy, 736 Emotional intelligence, 57, 87 Empathy, 183 Employee assistance programs (EAP), 161, 466, 504, 512 Employee involvement (EI), 12, 16, 171, 277, 375–398 applications, 380–381 and change agents, 200 See also Change agents current definition, 376 effects on productivity of, 377–379 figure, 13.1, 378 generation of ideas for, 381 high-involvement organizations, 159, 393–395 key elements that promote, 376 parallel structures, 159, 380–384 practices, diffusion of, 377 secondary (figure 13.2), 379 total quality management (TQM), 159, 375, 385–390 using AI summit to build union-management relations at roadway express, 382–383 working definition of, 376 Employee stock ownership plans (ESOPs), 721 Employee stress and wellness intervention, 504–513 applications stages, 507–512 alleviating and coping with stress to improve wellness, 510–512 diagnosing stress and becoming aware of its causes, 507–510 DDI, 523–527 employee benefits at HealthCo, 519–522 goals, 504, 506–507 Johnson & Johnson’s health and wellness program, 514–515 results of stress management and wellness interventions, 513 Employee stress and wellness interventions, 161 Enacted environment, 97 Endangered Species Act, 708, 709 Engineering approach, to work design, 404, 425 Entering and contracting, 75–87 clarifying the organizational issue, 76–77 contracting with Alegent health, 83–87 description and scope, 75 determining the relevant client, 77 issues involved in family businesses, 722 in planned change, 28–29 selecting an OD practitioner, 78–79 Enterprise resource planning technologies, 740 Environmental concerns dilemmas involving, 62 effect on OD of, 61, 62 misuse of data, 63 Environmental expectations, 312 Environment(s), 102–103 design of interface between STS and its, 415 dimensions of, 97–98 information uncertainty, 97 external, for piano market, 101 framework of, 534–535 misfits among organization’s, 551 relation of, to transformational change, 530–531 relation of structural design to organization, 339–356 responses to, 507 stability of organization, 238 task, of self-managed work teams, 415–419 types of, 96–97 Envisioned future, 187–188 bold and valued outcomes, 187–188 desired future state, 188 Equal employment opportunity council (EEOC), 501 Ethics, 61 coercion, 63–64 guidelines for organization development/human systems development (OD/HSD) professionals, misrepresentation, of organizational development, 61–66 technical ineptness, 64 value and goal conflict, 64 Evaluation See also Evaluation feedback key aspects of effective, 189–193, 207–210 measurement, 211–216, 217, 218 OD intervention, 207–221, 229 designing good measures, 212–216, 221, 229 implementation and evaluation feedback, 207–210 research design, 216–221 processes, 207 Evaluation feedback, 208–210 implementation and (figure 9.1), 209 selecting variables, 211–212 Evaluation stage in network development, 623 Expectancy model, 457–458 Expectations mutual, of client and OD practitioner, 81 role of, in generating motivation, 182–183 Exploitive authoritative systems, 10 External consultants, 52–56, 59, 66, 224 differences between external and (table 3.2), 55–56 differences between internal and (table 3.2), 53 personal view of, 55–56 External validity, 216 See also Internal validity F Face validity, 215 Fallback positions, 488 Family business system business, ownership, and family systems, 714–715 critical issues in, 719–725 conflicts and rivalry in, 719–720 entering and contracting, 722 entering or leaving the business as a family member, 719 family-run organization, diagnosing, 722 family wealth and growth of, 721 feedback and planning, 723–724 SUBJECT INDEX implementing and evaluating change, 724–725 new leader, selecting, 720–721 OD interventions in, 721–722, 725 ownership transfer and estate planning, 720 developmental stages, 715–716 key questions for understanding, 722 OD interventions in, 721–722, 725 most common (table 22.3), 723–724 organization development in, 711–725 parallel planning process, 716 typical family business intervention areas, 724 values at center of, 716–719 family versus business system values, 718 Family Medical Leave Act (FMLA), 511 employee benefits at HealthCo, 519–522 Feedback about progress of OD relationship, 76 channels, in job enrichment, 405, 406 characteristics of effective, 142–143 data in network creation, 623 ownership of, 144 training OD practitioners in, 164 of diagnostic information, 145–154 See also Survey feedback implementation and evaluation, 208–210 performance, and coaching interventions, 493 possible effects of (figure 6.5), 148 process characteristics of, 144–145 in organizations, 94 in performance appraisal, 439 providing, to family business members, 723 step, in change process, 27–28 success of data, 142 survey, 407 The Fifth Discipline (Senge), 699 FIRO-B profile, 475 Focus groups, 434 Force-field analysis, 134–135 Formal (leader, organization, system), 193, 380, 403, 680 “Four Principles,” in open-space method, 313 Free choice, and informed choice, 163 Frequency distributions, 135–138 Functional structure, 159, 340–342 advantages and disadvantages of, 340–342 figure 12.2, table 12.1, 341 Futuring, 317 G Gain sharing, 396, 459, 463 bonus formula, 462 change management, 463 frequency of bonus, 463 importance of design process for, 462 participative system, 463 sharing process, 462–463 unit coverage, 463 Gamma change, 218, 533 Gay, lesbian, bisexual, and transgender (GLBT), 501 Gender inequity, 500–501 in workforce diversity, 501–502 General consultation skills, needed in OD, 51–52 General environment, 96 Generative learning, 588 See also Double-loop learning Genogram, 722 Global design, 541 Global integration, 537 Globalization, 5, 13, 530 See also Global social change organizations (GSCOs); Organization development, outside the United States of the economy,735–737 stress related to competition caused by, 490 of work and organizations, 281 Global recession, Global Reporting Initiative (GRI), 668 Global social change, 670 application stages, 674–677 change agent roles and skills, 677, 680–681 Global social change organizations (GSCOs), 670–681, 742 application stages of, 674–677 building the local organization, 674–676 effects of success on, 675–676 horizontal linkages, creating, 676–677 vertical linkages, creating, 677 change agent roles and skills, 677, 680–681 characteristics, 672–673 conflicts in, 675 dimensions of, 673–674 increased opportunities for OD in, 742 problem of success, 675–676 social and environmental change at LDI Africa, 678–680 Global Trends, 2015 (CIA’s report), 737 Goal setting, 160, 174, 403, 442–448 application stages, 443–444 balanced scorecard approach to, 442 characteristics, 442–443 clarifying goal measurement, 443 establishing challenging goals, 442–443 increased participation in, 450 joint manager-subordinate, 445 management by objectives (MBO), 444–445 and MBO, effects of, 445, 448 principles contributing to success of, 468 processes, performance appraisal as link between reward systems and, 452 Government organizations, 742 Government Performance and Results Act, 703 Government Performance and Results Modernization Act of 2010, 703 Great Recession, 704 GRI See Global Reporting Initiative Grid Organization Development, 10 Group design, 111 components, diagnosis of, 109–111 and individual-level diagnosis, 112–114 Group interventions, 270 diagnostic issues in, 266–267 Group-level diagnosis, 109–112 analysis, 114, 116–119 design components, 113 inputs, 112–113 Group(s) See also Team building; Teams communication, 266 composition, 111 801 effectiveness, dimensions of, 104 functional roles in, 266 functioning, 111 goals, 109 interventions, 270 interviews, 129 leadership and authority, use of, 267 -level diagnosis, 112–114 design components, 109–111 norms, 111–112, 267 problem solving and decision making, process consultation and, 267–274 process consultation and, 157–158 task structure, 109 Group’s performance norms, diagnosis of, 111 Groupthink, 312 Growth needs, 426–427 Grupos, 354, 620 H Hammer Award, 386, 711 Health care industry aging workforce and changing demographics of patients, 689–690 aligned cultures, supporting, 691–692 comprehensive learning programs, delivering, 692 engaged employees, creating, 692–693 environmental trends in, 691 health care reform, changing incentives, and reimbursement models, responding to, 687 informatics and e-health, rise of, 689 integration across different segments of health care, 688–689 opportunities for OD practice, 690–693 organization development in, 686–693 quality and cost as strategic and regulatory imperatives, 687–688 shifting organizational systems to a new paradigm, 691 a snapshot of, 686–687 strategic, emotionally intelligent leaders and teams, developing, 690–691 traditional industry segment lines, blurring of, 688–689 trends in, 687–690 Health care reform, 687 Health facilities, employee, 511–512 Health Insurance Portability and Privacy Act (HIPAA), 512 Health profiling, 510 Heroism, 187 Hidden agenda, 86 High-involvement organizations (HIOs), 159, 392–398 at Air Products and Chemicals, Inc., 396–398 application factors, 395 features of, 393–395 improving selection of employees for, 393 prevalence of teams in, 398 study results of, 395 HIV, 501 Horizontal issues, in MBO process, 444–445 Horizontal linkages, GSCOS and, 676–677 Human Development Index, 167 Humanism, 60 802 SUBJECT INDEX Human processes, improving, 157–158, 267 See also Process consultation (PC) process consultation, 158 team building, 158 Human process interventions, 29, 171, 668 See also Intervention third-party intervention: Lincoln Hospital, 322–328 Human resource practices, 535 Human resources department, 440 Human resources management employee stress and wellness, 161 interventions, 160–161, 171, 439–440, 473 See also Goal setting; Intervention; Performance appraisal; Reward systems; Reward systems managing workforce diversity, 161 performance appraisal, 160 reward systems, 160 Human resource systems, 98, 412 as features of agile organization, 666–667 Hurricane Katrina, 676 Hygiene factors, 405 I Identification stage in network development, 621–622 “If Japan Can … Why Can’t We?”, 385 Immigrants, entering workforce, 497 See also Workforce diversity interventions Implementation, initial, 84 Implementation feedback, 208 See also Evaluation feedback data for, 208 evaluation and (figure 9.1), 209 outcome measures of, 209 selecting variables, 229 Improshare, 463 Incentives, in health care industry, 687 Income distribution, 736 Individual, interpersonal, and group process approaches, 265–293 coaching, 160, 474 diagnostic issues in, 266–267 process consultation, 267–274 team building, 265, 277–286 third-party interventions, 274–277 Individual assessment, 478 Individual interventions, 268–270 Individual interviews, 276 Individualism, in global OD, 166 Individual-level diagnosis, 112–114 alignment, 114 analysis, 114 design components, 113 inputs, 112–113 Industrial economies, 167 Industrializing economies, 167 Industrial Revolution, 364 Industry discontinuities, 531 Industry structure, 96 Informatics and e-health, rise of, 689 Information flows, environments as, 97 and promotion of EI, 376 uncertainty, 97 Information technology, 5, 13, 159–160, 339 effects on future OD practice, 739, 743 use of, for reengineering, 159, 364–365 and use of codification approaches for KM, 592 Informed choice, and free choice, 163 Innovation, 741 achieving awareness of, in networks, 625 employee, 46 managerial, 5–6, 743–745 need for, in transformational change, 530 strategy, 535 technological,743–745 Inputs, 93 individual-level diagnosis, 112–113 into strategic orientation, 96–98 In Search of Excellence (Peters and Waterman), 552 Instability, creation in network, 624–625 Institutionalization, of OD interventions, 208–225 defined, 208 framework, 222 (figure 11.2), 222 indicators of institutionalization, 226–229 institutionalization processes, 224–225 intervention characteristics, 223–224 organization characteristics, 222–223 indicators to assess level of, 226 Insurance, private, 686 Integrated strategic change (ISC), 161, 548–552, 570 application stages, 546–548 key features, 549 managing strategic change at Microsoft Canada, 553–554 performing strategic analysis, 549, 550–551 Integration, 99 See also Differentiation Integrative case studies See also Case studies managing strategy at Vaycot Products, 287–291 overview of competitive environment, 284 Intergovernmental Panel on Climate Change, 738 Intergroup relations, 174 combining survey feedback with, 145 purpose of, 158 Intergroup relations interventions, 158, 174, 301–309, 591 at Johnson & Johnson, 307–308 microcosm groups, 301–304 purpose of, 309 resolving intergroup conflict application stages, 310–312 results of, 312 Intermarket network, 354 Internal commitment, 163 Internal company dynamics, 531 Internal consultants, 52–56, 388 clarification of sensitivity issues for, 81 differences between external and (table 3.2), 53 personal view of, 55–56 Internal market network, 354 Internal validity, 216 See also External validity International design, 539–540 International private voluntary organizations, 670 Internet, 5, 355 as backbone of global economy, 739 influence on OD of,739–740 Interpersonal skills, needed in OD, 51 Intervention design See also Intervention consideration of contingencies related to change situation for, 164–171 cultural context and, 165–166 designing effective, 163–164 and effect on rate of success of contingencies related to target of change, 171 organizational issues of, 171 Interventions See also Human process interventions; Human resources management, interventions; Intervention design; Strategic interventions; Technostructural interventions alliance, 606 attitudinal change, 306 behavioral, 306 career planning and development, 161, 480–481 coercion and, 63–64 criteria defining effective, 162–163 defined, 173 designing effective, 164–171 contingencies related to change situation, 180 and employee assistance programs (EAPs), 161 employee stress and wellness, 161, 504–513 in family business system, 721–722, 725 features of, that can affect institutionalization processes, 224–225 human process, 29, 171 impact of accurate, 439 individual, 268–270 employee development, 450 institutionalizing, 208–210 intergroup relations, 158, 301–309 key targets of OD, 171 large-group combining survey feedback with, 141–142 linking, to diagnosis, 208 major types of, 29 management and leadership development, 161 network, 620–631 and organizational levels (table 7.2), 174 and organization culture, 161 and organization design, 161 overview of, 157–162 and parallel structures, 159 performance feedback and coaching, 467 recent proliferation of OD, 58 selecting, 64 shaping competitive and collaborative strategies of organizations, 162 skills needed by OD practitioners for design and execution of, 50 specificity of goals in, 223 sponsors of, 224 strategic change, 161–162 sustainable management, 659–681 design guidelines of, 660–667 implications of, 660 third-party, 158 See also Third-party interventions training and development, 146 types of, 29 and organizational issues (figure 7.2), 172 workforce diversity, 497–504 Interviews, 129–130, 286 SUBJECT INDEX Intranets, 744–745 Intrapersonal skills, needed in OD, 48, 51 Involvement, in planning changes, 184 J Japan, 385 Jargon, 127 JDS See Job Diagnostic Survey (JDS) Job design applying individual-level diagnosis to, 112, 114 in HIOs, 159, 393 at Pepperdine University, 115–116 Job Diagnostic Survey (JDS), 127, 215, 407 modification of, 413 profile for “good” and “bad” jobs (figure 16.2), 408 Job enlargement, 406 Job enrichment, 160, 403, 405, 406, 409, 412–414 application stages, 405–407 combining tasks, 408 establishing client relationships, 408–409 forming natural work units, 408 making thorough diagnosis, 407 opening feedback channels, 409 vertical loading, 409 barriers to control system, 412 human resource system, 412 personnel system, 412 supervisory system, 413 technical system, 412 core dimensions of jobs autonomy, 406–407 feedback from work itself, 407 human resource system, 405–407 skill variety, task identity, and task significance, 406–407 experiments, 405 individual differences affecting reactions to, 407 results of, 413–414 Job pathing, 487 Job rotation, 405 and challenging assignments, 486, 487–488 Jobs autonomy, 113 diagnosing groups and, 106–119 feedback, 115 key dimensions of individual, 113 skill variety, 113 task significance, 113 Job sharing, 500 Johari Window, 268–270 diagram (figure 10.1), 269 Joint ventures, 616 Just-in-time inventory systems, 281 K Keiretsu, 354, 620 Knowledge See also Knowledge and experience; Knowledge management (KM) acquiring, 581 distributing, 593 generating, 592 organization, 586, 592–593 of organization members regarding behaviors connected to intervention, 224 organizing, 592 and skills, contributing to EI success, 376 tacit, 592 Knowledge and experience use of, by OD practitioners, 59–60 use of consultant’s versus client’s (figure 3.1), 58 Knowledge management (KM), 161, 584–586 conceptual framework, 584–586 knowledge services and networks, 593 organization knowledge facilitated transfer of, 593 as link to performance, 586, 592 outcomes of, 586 Knowledge management interventions, 585, 586 outcomes of OL and KM, 586 Knowledge objects, 592 Kyoto Protocol, 672 L Ladder of inference, in organization learning, 590, 591 Large-group interventions, 141–142, 145, 158, 174, 309–310 at Airbus ICT Organization, 329–337 application stages conducting the meeting, 310–312 following up on meeting outcomes, 318 open-space methods in, 313, 317 open-systems methods in, 313–317 preparing for the large-group meeting, 310–311 results of, 318–319 Large-group interventions (LGI), 669, 670 “Law of Two Feet,” in open-space method, 313 Leader(s) developing strategic, emotionally intelligent, 690–691 forward-thinking family business, 721 growing locally, 701 selecting new, 720–721 Leadership, 598, 601, 607, 608, 622, 688, 691–692, 695, 699, 701, 703 growing locally, 701 political, 703 Leadership development, 161, 476–478 Leadership development programs, 478, 480, 481 Leading and managing change motivating change at Johnsonville Sausage, 416 Learning organizations, 582–593, 699 human resources practices, 587 management processes, 587 Model II learning, 587 Model I learning, 586 structure, 587 work design, 587 Learnings, 83 Left-hand, right-hand column technique, in organization learning, 590 Legal combination phase (M&A), 611 Lewin’s change model, 22–23, 28 Life stages, 481–482 Likert Scale, Local representatives, 537 Longitudinal measurement, 217 803 M Malcolm Baldrige National Quality Award, 386, 391–392, 711 Management and leadership development interventions, 161, 476–480 application stages, 477–478 goals, 477 results, 480 Management by objectives (MBO), 444–445 See also Goal setting description and purpose, 449–450 effects of goal setting and, 445, 480 establishing action plans for goals, 445 establishing criteria of success, 445 joint manager-subordinate goal setting, 445 origin, 444 review process, 445 work group involvement, 445 Management consulting, 46 Management development, 477 Management processes as features of agile organization, 665–666 transformational change and, 535 Managerial Grid, 10 Managerial innovation, 5–6 Managing change, 169–201 conveying credible positive expectations, 182–183 creating a vision, 184–188, 189–191 constructing envisioned future, 187–188 creating readiness for change, 181–183 describing core ideology, 186–187 developing political support, 180, 188–193, 194–195, 201 assessing change agent power, 192 empathy and support, 183 identifying key stakeholders, 192–193 influencing stakeholders, 192–193 managing the transition, 180, 193–197 activity planning, 196 change-management structures, 196 commitment planning, 196 motivating change, 181–184, 185–186 communication, 183, 194 empathy and support, 183 overcoming resistance, 183–184 participation and involvement, 184 overview of change activities, 179–201 revealing discrepancies between current and desired states, 182 sustaining momentum, 180, 197–200 building support system for change agents, 200 developing new competencies and skills, 200–201 providing resources for change, 200 reinforcing new behaviors, 201 staying the course, 201 Managing workforce diversity, 161 Marginality, and professional OD role, 54–57 Market position, of organization, 572 Matrix organization, 344–346 Matrix structure, 344–346 advantages and disadvantages of, 345–346 chart (figure 12.4), 344 table 12.3, 345 804 SUBJECT INDEX Mavens, in networks, 625–626 Means, 135–138 Measurement, for OD evaluation, 211–216 criterion, 211 definitions and recording categories (table 9.3), 213 designing good measures, 212–216 operational definition, 212 reliability, 212–215 validity, 215–216 measures and computational formulae (table 9.1), 213 selecting variables, 211–212 Measurement systems, 99 Medicaid, 686–687, 688 Medicare, 686–688, 689 Mentoring, 474–476 Mentoring, and coaching See Coaching Merger integration plans, developing, 610–611 Mergers and acquisitions (M&As), 162, 607–615 application stages, 608–615 legal combination phase, 611 operational combination phase, 611–615 precombination phase, 608–611 business case, establishing, 609–610 choosing partner for, 608–609 coaching, used in, 474–476 cultural integration activities, 612, 615 developing integration plans for, 610–611 due diligence assessment for, 610 major phases and activities in, 500, 609 operational and technical integration activities, 611–612 rationale for, 607 team, creating, 609 United and Continental merger, 613–615 Michigan Organizational Assessment Questionnaire, 127 Microcosm group, 301–304 application stages, 302–303 components of, 301–302 results of, 304 Middle East, Minimal critical specification, in work design, 420 Minnesota Coalition Against Sexual Violence (MNCASA), 185 Minnesota Multiphasic Personality Inventory (MMPI), 475 Minorities career development preferences of, 481 use of mentoring with, 72 Misrepresentation, 62–63 MNCASA See Minnesota Coalition Against Sexual Violence (MNCASA) Model II learning, 587 deutero-learning, 588 values underlying, 587, 591 Model I learning, 586–587 Momentum, sustaining, 197–200 building support system for, 200 developing new competencies and skills, 200–201 reinforcing new behaviors, 201 staying the course, 201 Motivation See also Reward systems for change, 181–184 increase of, through employee participation in goal-setting process, 443–444 See also Goal setting reduction of, due to secrecy, 464 Motivational approach, to work design, 405–414, 415, 428 Motivators, 405 Moving step, in change process, 22 Multinational design, 541, 545 Myers-Briggs Type Indicator, 475 N National culture, 164–165 National Innovations in American Government Awards, 711 National Labor Relations Act (NLRA), 384 Natural work units, in job enrichment, 407, 408 Network change, managing, 624–626 creating instability in network, 624–625 managing tipping point, 625–626 law of the few, 625–626 power of context, 626 stickiness, 626 self-organization, relying on, 626 Network interventions, 620–631 creating network, 621–623 convention stage, 622–623 evaluation stage, 623 identification stage, 621–622 organization stage, 623 stages and issues, 621–623 managing network change, 624–626 creation of instability in, 624–625 law of the few, 625–626 managing tipping point, 625–626 power of context, 626 self-organization, relying on, 626 stickiness, 626 Networks, 162 chaeobols, 620 convention stage, 622–623 creating, 621–623 creation of instability in, 624–625 creation of interdependence through, 623 evaluation stage, 623 grupos, 620 identification stage, 621–622 keiretsu, 620 managing change in, 624–626 multiorganizational, 621 organization, 624 organization stage, 623 self-organizing behavior of, 626 Network structure, 159, 339, 353–356, 740 See also Networks advantages and disadvantages of, 353 table, 12.5, 352 Amazon.com’s, 357–358 chart (figure 12.7), 352 No Child Left Behind (NCLB) Act, 697 purpose of, 697 Normative consensus, 225, 226 Norms, 556–557 group’s performance, 111 in Model I learning, 586–587 of organization culture, 530 O Observations, 130–131 core values and purpose of, 186–187 stability of environment and technology, 223 Occupy Movement, 737 Off-site, 419 Open information systems, in HIOs, 393 Openness, 63 Open-space methods, 312, 313 Open system, 92–96, 312 Open-systems model, 92–96 alignment, 94 boundaries, 93–94 diagnosing organizational systems, 94–96 feedback, 94 inputs, transformations, and outputs, 90–91 in large-group approaches, 312–313 organizations as open systems, 92–96 Open-systems planning, 312 Operational combination phase (M&A), 611–615 day activities, 611 operational and technical integration activities, 611–612, 615 Opportunity network, 354 Orchestration capability, building, 598–601 Organizational changes, institutionalizing, 221–229 Organizational Culture Assessment Instrument, 127 Organizational development global social change change agent roles and skills, 677, 680–681 sustainable management interventions, 659–681 Organizational identity, 663–664 building capabilities of, 668–669 identifying and redefining, 667 repurposing boards of directors, 667–668 Organization assessment, 478 Organization capabilities, building, 668–669 Organization change, distinguishing between organization development and, Organization confrontation meeting, 158, 298–301, 319 application stages, 299 results of, 301 Organization culture See also Organizations, culture of changing, 161, 552 application stages of, 559–560 practical guidelines for, 559–560 competing values approach, 557 deep assumptions approach, 557–558 defining and diagnosing, 552, 555–558 implementing cultural change process, 558–560 major elements of, 556–558 Organization design(s), 161, 534–548 basic design alternatives, 535–537 characteristics, 540 conceptual framework, 534–535 culture of work in Western China, 542–544 at Deere & Company, 538–539 implementing the global strategy, 542–544 SUBJECT INDEX and individual-level diagnosis, 112 model, 534 table 18.1, 536 three steps of, 546–547 worldwide organization design alternatives, 537, 539–541, 545–546 Organization development, 157 action research and survey feedback background, 8–9 and change programs, 158 contract development, 79–82 ground rules, 82 mutual expectations, 81 time and resources, 81–82 cultural context and economic development affect, 167–171 cultural values and organization customs, 165 defined, 1–4 diagnosis in, 89–90 See also Diagnosing organizations; Diagnosis effect of cultural context and economic development on, 165–166 evolution in, 13–14 in family-owned businesses, 711–725 general introduction to, 1–19 global social change, 670–681 application stages, 674–677 organizations, 670, 672–674 growth and relevance of, 4–7 in health care industry, 686–693 history of, 7–13 integration of human resources management with, 440–442 interpersonal process issues, 82 interventions See Interventions laboratory training background, major types of interventions in, 29 normative background, 9–11 outside the United States cultural context approach, 165–166 economic development contingency, 166–167 high cultural fit, high industrialization, 169 high cultural fit, moderate industrialization, 169 low cultural fit, high industrialization, 169–170 low cultural fit, moderate industrialization, 168–169 overview, 15–17 personal process issues in, 82, 84 presenting problem, 76 process of emergent nature of, 76–77 Kenworth Motors, 234–237 Peppercorn Dining, 238–257 Sunflower Incorporated, 232–233 procurement regulations for government agencies, 79 productivity and quality-of-life background, 11–13 in public school systems, 693–703 in public-sector organizations, 703–711 relationship, entering into, 76–79 social and environmental change at LDI Africa, 678–680 theory, needed by OD practitioners, 52 in the United States, cultural values tha guide, 39 Organization development practitioners, 34–35, 45–73 See also Collecting and analyzing diagnostic and feeding back information careers, 59–60 competencies of effective, 47–52 data-gathering role of, 123 defining characteristics of term, 46–47 emotional demands on, 51, 57 ethical guidelines for and human development professionals, 70–73 GSCOs and, 674–676 importance of ability to diagnose and understand intergroup relations by, 301 in international settings, 35, 39 and job enrichment, 160 knowledge and skill requirements of, 47–52 table, 3.1, 49–51 major criteria, 162–163 marginality and, 54–57 need for political skills by, 60 positions, 52–54 as process consultant for role clarification, 511 professional, 52, 66 role of, 52–59, 60–61 in role of salesperson, 556 selecting, 78–79 self-managed work teams, 160 SMO and, 667–668 training, in data feedback, 146–147 types of, 48 use of knowledge and experience, 57–59 use of power strategies by, 192–193 use of “shadow consultants” by, 200 Organization development trends, 731–747 B R Richardson Timber Products Corporation, 753–767 building Cuyahoga River Valley Organization (CRVO), 768–777 contextual, 735–746 economy, 735–738 effects on OD’s future, 736 implications for future of OD, 741–746 organizations, 740–741 technology, 739–740 workforce, 738–739 impacts on OD’s future, 732 and implications for future of OD, 734–735 application to more diverse organizations, 742–743 cross-cultural aspects, 746 experiencing internal conflicts in the short term, 734 increased focus on social and ecological sustainability, 745–746 increased integration in long term, 734–735 more involvement in supporting technological and managerial innovation, 743–745 increased focus on social and ecological sustainability, 745–746 pragmatic, 733 “research agenda” proposed by scholars for, 733–734 805 scholarly, 733–734 traditional, 732–733 transformation of Meck Insurance, 778–787 Organization learning (OL), 533, 582–593 See also Knowledge management (KM) characteristics, 585–586 conceptual framework, 584–586 outcomes of, 586 performance affected by, 586 phases in, 589–593 processes, 586, 588–593 key outcome of, 586 Organization learning processes, 588–593 adaptive learning, 588 deutero-learning, 588 discovery, 588 double-loop learning (generative learning), 588 generalization process, 588 invention, 588 production processes, 588 single-loop learning, 588 Organization process approaches, 297–319 diagnostic issues in, 298 innovative strategies in Alegent’s Women’s and Children’s Service Line, 314–316 intergroup relations interventions, 158, 301–309 large-group interventions, 158, 309–310 organization confrontation meeting, 158, 298–301, 319 Organizations, 171, 173 congruence, 222–223 culture of, 47, 99, 530 See also Culture change diagnosing current structure of, 89–119 facing problems, steps for planned change in, 35 government, 742 high-involvement, 159, 393–395 human process issues in, 171 human resources issues in, 171 increasingly networked and knowledge-based nature of, 740–741 lack of success in establishing common, 183 levels of function in, 173 as open systems, 92–96 figure, 5.1, 92 physical layouts of, to enhance EI, 394–395 profit-seeking, 606 relative to M&As, 162, 607–615 sensitizing, to pressures for change, 182 strategic issues in, 171 technology and structure issues in, 171 transorganizational systems (TSs), 607 trends shaping change in, unionization, 223 value issues within, 60 Organization stage in network development, 623 Organization transformation, 530 “Out-of-the-box thinking,” 389 Outputs, of strategic orientation, 100 Outsourcing, 159, 339 P Parallel processes, 302, 304 Parallel structures, 159, 174, 379–380 application stages, 379–384 EI and, 380 results of approaches to, 403 806 SUBJECT INDEX Pareto charts, 388 Participative group systems, 10 Participative Management Program, 10 Participatory action research, 26 Patient Protection and Affordable Care Act (ACA), 686 Pay negative effects of misperceptions about, 467 performance-based systems, 460–462 plans, least acceptable, 460 skill-based systems, 458–459 Peer review panels, 32 Performance appraisal See Performance appraisal effect of goal setting on, 160, 442 feedback and coaching interventions, 478 goals, in process-based structure, 347 of intervention behaviors, 226 job, positive effect of EAPs on, 445 objective and subjective measures of, 450 and reward systems, 160 Performance appraisal, 160, 174, 439–440, 448–452, 468 application stages, 451–452 criteria for design of system, 451 diagnosing current situation, 451 establishing system’s purposes and objectives, 451 evaluation and monitoring system, 452 selecting right people, 451 use of pilot tests, 452 effects of, 452, 468 elements (table 15.1), 449 as link between goal-setting processes and reward system, 445 process, 449–450 Performance-based pay systems, 460–462 ratings of various (table 15.3), 461 Performance management, 489–490 adapting appraisal process at Capital One Financial, 453–455 components of, 453–455 (check the level) goal setting, 41 model of, 440–442 performance appraisal, 448–452, 468 reward systems, 440, 441, 452–468 Performance management interventions, 502 Performance norms, in group-level diagnosis, 111–112 Personal characteristics, and individuallevel diagnosis, 113 Personalization, in organizing knowledge, 592 Personal management interview (PMI), 293 Personnel policies, in HIOs, 393 Phased retirement, 490 Piece-rate quotas, 460 Planned change action research model, 24–26 in an underorganized system, 36–39 comparisons of change models, 27–28 conceptualization of, 40–41 critique of, 40–42 degree of organization, 34–35 diagnosing, 29 different types of, 30–39 domestic vs international settings, 35, 39 entering and contracting, 28–29 evaluating and institutionalizing change, 30 general model of, 28 in GSCOs, 681 magnitude of change, 30, 33–34 nature of, 22–42 planning and implementing change, 29–30 positive model, 26–27 practice of, 41–42 at the San Diego County Regional Airport Authority (SDCRAA), 31–33 theories of, 22–28, 42 Plateaued employees, 493 Polarization, 304 Political resistance, 183 Political support development, 188–193, 194–195, 196, 201 assessing change agent power, 192 identifying key stakeholders, 192 influencing stakeholders, 192–193 Porter’s competitive strategy model, 572 Positive model of planned change, 21, 26–27, 91 five phases of, 23, 26–27 Power, reinforcement of EI with, 376 Power distance, in global OD, 166 Power strategies attention being paid to, 191, 194–195 widely used, 193 Precombination phase (M&A), 608–611 business case, establishing, 609–610 candidates, search and selection of, 608–609 due diligence assessment, performing, 610 M&A team, creation of, 609 merger integration plans, developing, 610–611 Predictive validity, 216 Preferences, 226 Problem, joint diagnosis of, 24–25 Problem identification, 24 Problem solving formation of employee, 381 groups, 267 procedures, 388 use of organization confrontation meeting for, 158, 298–299 Process consultation (PC), 174, 267–268 at Christian Caring Homes, Inc., 271–273 group interventions, 270 group process, 158, 266–267 individual interventions, 268–270 principles to guide actions in, 267–268 results of, 273–274 Process interventions, 270 Process mapping, 369 Process structure, 346–349 advantages and disadvantages of, 348–349 chart (figure 12.5), 347 Productivity, 10, 11–13 Product life cycle shifts, 531 Profile of Organizational Characteristics, 10 Proposal(s) elements of an effective (table 4.1), 78 requests for submission of, 78 sample process, 83 Psychometric tests, 215 Public school systems, 693–703 collaborative vision, creating, 700 communication and learning, changing nature of, 695 complex, diverse, and evolving K-12 educational system, 693–694 Excellence Movement, 696 failed reform, reasons for, 698–699 grounding practice in theory, 701 growing leaders and leadership locally, 701 High Standards, Testing, and Accountability Movement, 697 improving teaching practice with action research, 700–701 increased competition, 695 increased diversity, 695 learning relationships, cultivating, 700 OD practitioners, considerations for, 699–702 organization development in, 693–703 professional learning communities (PLCs), developing, 699 reform efforts, disappointing, 696–699 Restructuring Movement, 696–697 tough economic times and, 695–696 trust, cultivating, 699–700 utilizing technology as catalyst for innovation, 701–702 workplace and required skills, evolution of, 695 Public-sector organizations comparing private- and, 705–710 intergovernmental relations, 709–710 multiplicity of decision makers, 707–708 stakeholder access, 708–709 values and structures, 705–707 organization development in, 703–711 recent research and innovations in, 710–711 Q Qualitative tools, data analysis, 133–135 content analysis, 133–134 force-field analysis, 134–135 Quality, 195 Fourteen Points and Seven Deadly Sins of, 385 philosophy, need for managerial commitment to, 201 seven tools of, 387–388 Quality circles, 11–13 Quality control, 385 Quality Control Handbook (Juran), 385 Quality Is Free (Crosby), 386 Quality of work life (QWL), 7, 11–13, 376 Quantitative tools, data analysis, 135–142 difference tests, 140–142 means, standard deviations, and frequency distributions, 135 scattergrams and correlation coefficients, 135–138 Quasi-experimental research designs, 217 R Random sample, 133 Reaction, as evaluation criterion, 478 Realistic job preview, 487 Recession, global, Redesigning work system, SMO and, 669 Reengineering, 159, 174, 364–371 application stages, 365–368 process, Honeywell IAC’s TotalPlant, 369–371 results from, 368–371 SUBJECT INDEX Refreezing step, in change process, 22 Reimbursement models, in health care industry, 687 Relevant client, determining, 77 Research designs, 216–221 alpha change, 218 beta change, 218 comparison unit, 217 gamma change, 218 longitudinal measurement, 217 quasi-experimental (table 9.3), 217 statistical analysis, 217 Resistance, to change, 183–184 strategies for dealing with, 183–184 types of, 183–184 Restructuring, 159, 339 Carlsbad, California, Public Works Department (case study), 433–434 increase of EAP use during, 512 stress related to, 490 Retirement, phased, 490 Rewards, intrinsic, 225 Reward systems, 174, 440, 441, 452–468 availability, 457 centralized, 456 design features (table 15.2), 456 durability, 458 focusing on increasing employee flexibility, 503 gain sharing systems, 462–464 hierarchical, 456–457 in HIOs, 393 internal and external equity, 455–456 job-based vs performance-based, 455 at Lands’ End, revising, 465–466 performance appraisal, as link between goal setting processes and, 442 based pay systems, 460–462 contingency, 455, 458 performance appraisal, as link between goal setting processes and, 160 process issues regarding, 466–467 promotion systems, 464 as reinforcement for new behaviors, 201, 225 reinforcement of EI with, 376 rewards mix feature, 457 security, 457 seniority, 457 skill-based pay systems, 458–459 structural and motivational features of, 455–457 timeliness, 458 value expectancy model, 457–458 visibility, 458 Role clarification, 510 Role conflict, 62 Roles, 510 ambiguity, reducing, 444 of network members, 624 work, as source of stress, 509 Rucker plan, 463 Rumors, 183 S Sabbaticals, paid, 511 Salespeople, in networks, 625, 626 Sample selection, 133 Sample size, 132 Sampling, 132–133 Scanlon plan, 463 Scattergrams, 138–140 samples (figures 6.3 and 6.4), 138, 139 Search conferences, 6, 309, 312, 313, 381, 591 See also Large-group interventions Self-design, 26 change strategy, 580–582 at Healthways Corporation, 583–584 Self-designing organizations, 576–582 application stages, 579–582 application stages of strategy for, 579–582 design criteria, creating, 581 designing, 581–582 Healthways Corporation, 583–584 implementing and assessing, 582 laying foundation, 580–581 self-design strategy, 580 turbulent environments, demands of, 576–579 Self-managed teams, 415–419 application stages, 419–420 developing self-managed teams at WI, inc, 421–422 model of (figure 14.3), 416 organization support systems, 417–419 problems between managers and, 418–419 results of, 423–424 team process interventions, 417 team task design, 416–417 Self-managed work teams, 160 assessment centers and, 487 Self-management competence, needed in OD, 48, 51 Self-organization, 624, 626 Sensing and calibration, 225 Sensing meetings, 129 Sensitivity training, September 11, 2001 attacks, 104 See also Terrorism Service orientation, 151 Service quality concepts, 281 Sexual orientation, and workplace diversity, 501–502 “Shining Star Awards,” 654 Single-loop learning, 588 See also Adaptive learning; Double-loop learning Site-based management, 696 Six sigma, 385, 387–388, 389 Six-sigma programs, 12 Skill-based pay systems, 458–459 Skill training, 378 Skill variety, 113, 405–406 Small entrepreneurial start-ups, 742 “Smarter planet” strategy, 666 Social construction of reality, 26, 309 Social constructivism, 701 Socialization, effect on intervention of, 224 Social movement organizations (SMOs), 670 Social needs, 426–428 Social turbulence, 704 Sociotechnical systems (STS) conceptual background, 414–415 environmental relationship premise, 415 sociotechnical system premise, 414–415 807 outcomes of, 415 self-managed work teams, 415–419 Sony, 187 Stakeholders access of, in public-sector organizations, 708–709 choosing relevant, 573–574 effect of transformational change on organization, 547 engaging between the first and second retreats, 575 in health care industry, restoring trust in and among, 723 identifying key, 192 influencing, 192–193 steps in, 29 Standard deviations, 135 “A Statement of Values and Ethics for Professionals in Organization and Human System Development,” 70–73 Statistical analyses, 215, 217 Statistical process control (SPC) techniques, 387 Status quo, preserving, 181 Steelworkers, 12 Steering committees, use of, in parallel structures, 380 Steinway’s strategic orientation, 102–104 Stewardship, 681 Strategic alliance, 6, 616 Strategic alliance interventions, 616–620 alliance-building intervention between Maharashtra Hybrid Seeds Company Limited (MAHYCO) and Monsanto, 618–620 application stages, 616–617 alliance operation and adjustment, 617 alliance strategy formulation, 616 alliance structuring and start-up, 617 partner selection, 616–617 Strategic change, 281 Carlsbad, California, Public Works Department (case study), 433–434 difference between transformational change and other types of, 529–530 See also Transformational change managing, at Microsoft Canada, 553–554 Strategic change interventions, 161–162 and integrated strategic change, 161 Strategic change process, criteria for an effective, 570 Strategic direction statement of, 571–573 action plan, 572–573 competitive logic, 572 four elements of, 572–573 goals of, 572 organization, 572 Strategic interventions, 29, 171 See also Interventions in family businesses, 723 Strategic management application changes exercising strategic choice, 551 implementing plan, 552 performing strategic analysis, 550–551 predominant paradigm in, 549 808 SUBJECT INDEX Strategic orientation alignment, 101 design component, 98–99 inputs, 93 in integrated strategic change (ISC), 161 outputs of, 100 of Steinway & Sons, 102–104 Strategic plan, 549 Strategies, 592 clarifying, 670 codification, for organizing knowledge, 592 personalization, 592 sustainable effectiveness, 661–663 Stratified sample, 133 Strengths, weaknesses, opportunities, and threats (SWOT) analyses, 572 Stress inoculation training, 508 Stress management, 497, 504, 507–510, 512, 513, 514 alleviating stressors and coping with stress, 510–512 employee assistance programs (EAPs), 512 health facilities, 511–512 role clarification, 510 supportive relationships, 511 work leaves, 511 diagnosis and awareness of stress and its causes, 507–510 charting stressors, 509 health profiling, 510 individual differences, 509–510 workplace stressors, 508–509 Stretch goals, 442 See also Goal setting Structural change combining survey feedback with, 145 institutionalizing, at Hewlett-Packard, 227–228 Structural design, 159, 174, 184, 339–340 contingencies influencing (figure 12.1), 340 customer-centric Structure, 349–353 divisional structure, 342–344 effects of, 183 functional structure, 340–342 matrix structure, 344–346 network structure, 353–356 process structure, 346–349 Structural interventions, 270 Structure, defined, 624 Structures, as features of agile organization, 665 Subsistence economies, 167 Substance abuse, 720 costs to businesses of, 719–720 Success factors, worldwide, 539 Supervisory system, as job enrichment constraint, 413 Supportive relationships, to alleviate stress, 511 Survey feedback, See also Feedback data, problem solving with, 142–143 five steps of, 145–148, 147 limitations of, 152 and organizational dependencies, 148 and planned change at Cambia health solutions, 149–152 results of, 148, 152–154 session, planning for, 146 Survey of Organizations, 127 Sustainability friendly, 664 Sustainable effectiveness, 659 Agile organization designs, 664 features, 664–667 identities, 663–664 objectives, 661–663 organizational identity, 663–664 figure 21.1, 663 strategies supporting, 661 Sustainable management organizations (SMOs), 659–681 See also Interventions Agile organization designs, 664–667 features of, 664–667 application stages, 667–670, 673–674 changes, sequencing, 669–670 redesigning work system, 669 design guidelines of, 660–667 goals of, 661–663 implications of, 660 Interface Carpets transformation to sustainability, 671–672 objectives, 661–663 organizational identity, 663–664 building capabilities of, 668–669 identifying and redefining, 667 repurposing boards of directors, 667–668 strategies supporting, 661 aggressiveness, 661 breadth, 661 differentiation, 661 Synergies looking for, 610 unrealistic expectations of, 63 System, 10 System interventions, 723 Systems thinking, 589 T Tacit knowledge, 592 Talent development career planning and development interventions, 480–493 application stages, 482–490 goals, 481–482 results, 493 coaching and mentoring, 160, 474–476 application stages, 475 coaching and mentoring, results, 476 goals, 474–475 Task control, 416–417 Task differentiation, 416 Task environment, 96–97 Task force, 492, 503, 578–579, 583–584 Task identity, 127, 405–406 Tasks See also Jobs combining, in job enrichment, 408 differentiation of, in self-managed work team, 416–417 identity of, in job enrichment, 408 skill variety, 405–406 Task significance, 113, 405–406 Task structure, in group-level diagnosis, 109 Team building, 8, 153, 158, 159, 174, 277–278, 292–293 activities, 281, 292 affecting group’s relationship with rest of organization, 286 applicability of, 282 categories (table 10.2), 285 checklist (table 10.1), 283–284 facilitation of other OD interventions by, 278–281 manager’s role in, 291–292 oriented to group’s operation and behavior, 285–286 relevant to one or more individuals, 285 results of, 292–293 Team design components, diagnosis of, 109–111 Team Development Survey, 127 Team functioning in groups, 111 Team leaders evaluation and reward systems for, 419 leadership support systems, 419 recruitment and selection, 418 responsibilities of, 418 support systems for, 420 training, 418–419 use of freed-up time by, 419 Team process interventions, 417 Teams See also Self-managed work teams behaviors of, 201 multidisciplinary, in process structure, 346 group interviews by self regulating work, 464 peer consulting, 479 prevalence of, in high involvement organizations, 398 problem-solving, 146 in process-based structure, 346, 347–349 top-management (at Ortiv Glass Corporation), 110 Team’s task structure, 109 Teamwork, 187, 201, 370, 371 cross-functional, 347 Teamwork for Employees and Management Act, 384 Technical interdependence, 425–426 Technical resistance, 183 Technical system, as job enrichment constraint, 412 Technical uncertainty, 425 Technology effect on workforce of, 738 rapid changes in, 531 trends influencing OD, 735,739–740 Technostructural interventions, 159–160, 339–371, 590–591 See also Work design downsizing, 356–363, 366 reengineering, 159, 364–371 structural design, 159, 339–356 Telecommuting, 5, 503 Terrorism, 5, 359, 704 Texas Instruments, 14 T-groups, Theories in use, 589 consequences of, 589–590 dialogue approach, 589 discovering, 589–590 invent and produce more effective, 590–592 ladder of inference, 590, 591 left-hand, right-hand column technique, 590 Theory Z (Ouchi), 12, 552 SUBJECT INDEX Therapy, confusion of coaching with, 474 Third-party interventions, 158, 174, 274–277 episodic model of conflict, 275–276 facilitating conflict resolution process, 276–277 360-degree feedback, 450 Top management, 110 Total quality management (TQM), 12, 159, 174, 375, 385–390, 711 application stages, 387–390 awards for, 386 evolution of, 390 historical background, 385–387 implementation senior managers’ role in, 387 measurement of output variations using, 388 popularity in United States of, 385 of progress of, 389 results of, 390 rewards for accomplishments using, 412–413 at Ritz-Carlton, 391–392 in state government agencies, 386 training requirements for, 412–413 Trade-offs cost-benefit, of alliances, 616 involving change agents, 681 in networks, 621, 626 Traditional jobs, 425, 429 defined, 403 defined, 403 Traditional work groups, 425, 429 comparison between self-managed teams and, 424 defined, 403 defined, 403 Training in HIOs, 393 for managers dealing with workplace disability factors, 502 sensitivity, Transformational change, 529–530 characteristics of, 530 competing values approach, 557 components of, 555 culture change, 161, 552 deep assumptions approach, 557–558 defining and diagnosing, 552, 555–558 at IBM, 561–562 disruptions causing, 530–531 environmental and internal disruptions, 530–531 executive leadership of, 531 integrated strategic change, 548–552 process, 549–550 management processes and, 535 managing strategic change at Microsoft Canada, 553–554 multiple stakeholders and, 532 new organizing paradigm, 533–534 new organizing paradigm demanded by, 533 organization design(s), 161, 534–548 basic design alternatives, 535–537 characteristics, 540 conceptual framework, 534–535 at Deere & Company, 538–539 model, 534 worldwide organization design, 537, 539–541, 545–546 role of envisioning, energizing, and enabling in, 531–532 role of executives and line management in, 531–532 senior executives and line management, 531–532 significant learning, 533–534 systemic and revolutionary, 532–533 triggered by environmental and internal disruptions, 530–531 Transition management, 1, 193–197, 198–199 activity planning, 196 change-management structures, 196 commitment planning, 196 in the HP-Compaq acquisition, 198–199 Transition state, 195, 719 Transnational design, 545–546 Transorganizational change, 605–635 building alliance relationships, 618–620 mergers and acquisitions, 162, 607–615 network interventions, 620–631 creating network, 621–623 managing network change, 624–626 planning the United–continental merger, 613–615 strategic alliance interventions, 616–620 application stages, 616–617 alliance operation and adjustment, 617 alliance strategy formulation, 616 alliance structuring and start-up, 617 partner selection, 616–617 transorganizational rationale, 606–607 Transorganizational development, 676 Transorganizational rationale, 606–607 Transorganizational systems (TSs), 607 Transorganization development, 621 Alaska Health Workforce Coalition (AHWC), 627–631 application stages for (figure 20.1), 622 Triple bottom line, 745 Trust alliances and, 617 establishing, 129 restoring, in and among stakeholders in health care industry, 723 Trust level, 700 Turbulent environments, demands of, 576–579 Turnover rates effect of skill-based pay on, 458–459 high costs of, 481 positive effect of EAPs on, 512 Type A behavior patterns, 509 Type B behavior patterns, 509 U “The Undercover Change Agent,” 62 Unfreezing step, in change process, 22 Union Carbide, Union-management cooperative projects, 384 See also Quality circles Unions, 77, 310 See also Union-management cooperative projects involving, 376–377, 379 as force for change promotion, 224 organizations with, handling of salary data at, 467 809 United Nations Conference on Environment and Development, 672 Food and Agriculture Organization, 677 The United Nations’ Human Development Programs, 167 Unobtrusive measures, 131–132 V Valid information, 163 Value consensus, 226 Value expectancy model, of reward system, 457–458 Values, 60–61 building GSCO, 674–675 conference used in change process, 189–191 core, 186–187 culture and, in workforce diversity, 502–503 differences of, in public- and private sector organizations, 705–707 dilemmas caused by competing, 557 of family business system model, 716–719 in Model I learning, 586–587 of organization culture, 556–557 organization customs and cultural, 165 underlying Model II learning, 587, 591 Vertical alignment, in MBO process, 448 Vertical disaggregation, 355 Vertical linakages, GSCOS and, 674–676 Vertical loading, in job enrichment, 407, 409 Vertical market network, 354 Vision formulation of clear strategic, for effective cultural change, 559 Vision creation, 181, 184–186 for building GSCO values, 674–675 exercises, 317 for M&As, 609–610 of preferred future, 23 at Premier, 189–191 as purpose and reason for change, 181 W Wealth corporate strategies and concentration of, 734 emerging economies and concentration of, 737 globalization and increasing concentration of, 737 “We Are Here Awards,” 654 Web sites, 357–385 Women, career development preferences of, 481 Work councils, 393 Work design, 174, 277, 403–429 See also Employee Involvement (EI) combining survey feedback with, 145 effort, sanctioning, 419 engineering approach, 404, 425 generating appropriate, 419 implementing and evaluating, 420 meeting both technical and personal needs, 428–429 motivational approach, 405–414 need for continual change and improvement, 420 personal-need factors, 426–428 810 SUBJECT INDEX Work design (continued) sociotechnical systems (STS) approach, 414–424 specifying support systems, 420 technical and personal factors affecting, 425–429 technical factors, 425–426 that optimizes personal needs (figure 14.5), 427 that optimizes technology (figure 14.4), 426 transformational change and, 535 Workforce aging of U.S., 485, 689–690 changes affecting, 738–739 downsizing, and rise of contingent, 358 effect of technology on, 738 flexibility, skill-based pay and, 458–459 goal, 477 immigrants entering, 499 need for committed and involved, 404 need for involvement of, for change, 418 reduction in airline industry, 359 shortages, in health care industry, 689–690 Workforce diversity and wellness, managing, 407 aligning strategy and diversity at L’oréal, 505–506 dimensions and interventions, 407 employee stress and wellness intervention applications stages, 507–512 goals, 504, 506–507 results of stress management and wellness interventions, 513 employee stress and wellness interventions, 161, 504 Johnson & Johnson’s health and wellness program, 514–515 managing diversity, framework for, 498 workforce diversity interventions, 407 application stages, 499–503 goals, 498–499 results for diversity interventions, 503–504 Workforce diversity interventions, 497–504 age factors, 499 aligning strategy and diversity at L’oréal, 505–506 culture and values factors, 502–503 disability factors, 502 gender factors, 500–501 race and ethnicity factors, 501 results for, 503–504 sexual orientation factors, 501–502 Working with others (WWO), 370–372, 396–398 Work leaves, 511 Work-life balance desire for, 486 employee benefits at HealthCo (case study), 519–522 interventions, 490 Work systems as features of agile organization, 664–665 redesigning, 669 World War II, 385 use of engineering approach to job design following, 404 Worldwide organization design alternatives, 537, 539–541, 545–546 design characteristics, 540 figure 18.2, 539 global design, 541 international design, 539–540 multinational design, 541, 545 table 18.2, 540 transnational design, 545–546 Worldwide success factors, 539 ... General Introduction to Organization Development 1-1 Organization Development Defined 1-2 The Growth and Relevance of Organization Development 1-3 A Short History of Organization Development 1-3a Laboratory... 702 22-3 Organization Development in the Public Sector 703 22-3a Comparing Public- and Private-Sector Organizations 705 22-3b Recent Research and Innovations in Public-Sector Organization Development. .. several large-scale organization design and change projects, and has consulted to a variety of private and public-sector organizations in the United States, Europe, Mexico, and Scandinavia Christopher