Organization Development: A Practitioner's Guide for OD and HR

Organization Development: A Practitioner's Guide for OD and HR

by Mee-Yan Cheung-Judge, Linda Holbeche

Hardcover(Second Edition)

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Overview

Organization Development (OD) is key to ensuring that organizations and their people can adapt to and engage in ongoing change in today's fast-paced and competitive world. How can those responsible for managing change determine the most appropriate course of action for their organization's needs and maximize capability?

Written by two of the leading experts in the field, Organization Development is an essential guide to the theories, practices, tools and techniques for achieving success. It explores the role of HR in relation to OD, and connected areas such as organization design, building organizational agility and resilience, and culture change.

Alongside international case studies from organizations including Ernst & Young, Nationwide, Lockheed Martin and the University of Sheffield, UK, this revised third edition of Organization Development contains new chapters on building an adaptive culture of learning and innovation and organization health and 'use of self'. With fresh material on digitization, OD in SMEs, and competence profiles, this is an indispensable handbook to understanding, communicating and implementing organization development approaches for both experienced practitioners and students.



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Product Details

ISBN-13: 9780749479237
Publisher: Kogan Page, Ltd.
Publication date: 03/03/2016
Edition description: Second Edition
Pages: 448
Product dimensions: 6.20(w) x 9.40(h) x 1.20(d)

About the Author

Mee-Yan Cheung-Judge has over 30 years' experience of delivering transformational change in a range of international organizations, including the BBC and Singapore's public sector agencies. A widely published author and international conference speaker, she was voted a Top Influential Thinker by HR Magazine in 2018 and 2019.

Linda Holbeche is Co-Director of the Holbeche Partnership, Adjunct Professor at Imperial College London Business School, UK, and Visiting Professor at four other UK universities. She acts as consultant on OD, HR, Strategy and Leadership. She is Fellow of Roffey Park and the Institute of Employment Studies and was previously Director of Research and Policy at the Chartered Institute of Personnel and Development (CIPD) and Director of Leadership and Consultancy at the Work Foundation. She is the author of The Agile Organization, also published by Kogan Page.In 2021 she was named as one of the Most Influential HR Thinkers by HR Magazine.

Table of Contents

List of figures x

Introduction 1

Part 1 An OD practitioner's guide for Organization Development 5

Section 1 Od History and Theory Overview 7

01 What is OD? Its brief history 9

The goals, characteristics and definition of Organization Development 9

A brief history of OD 12

Critical founders who shaped the OD field 14

How the field got its name 16

Values that have informed OD practice 19

The role of the OD practitioner 21

Summary 23

02 Theories and Practices of OD: a theory overview 25

What are our practice building blocks? 25

The relationships between theory and research 26

Five core theoretical bases that shape OD practices 28

Dialogic OD 41

Methodological/practical implications of the theoretical perspectives 45

Summary 50

Section 2 Od Cycle of Work 53

03 Theories and Practices of OD: the OD cycle and the entry and contracting phase 56

Overview of the OD consultancy cycle - six key components 57

Phase 1 Entry - initial contact 60

Phase 2 Contracting 66

Summary 71

04 Theories and Practices of OD: the diagnostic phase 72

What is diagnosis in OD? What are the wider aims for the diagnostic process? 73

Summary of the tasks and skills required by the diagnostic process 75

A political consideration in managing the diagnostic phase 76

An outline of the different kinds of data you may need 79

Data collection methods and how to ensure that the data collection process achieves your aims 82

Data analysis - how to join different data together 84

Data feedback and action planning 86

Summary 89

05 Theories and Practices of OD: the intervention phase 90

Definition of intervention and the key criteria of OD intervention 91

Summary of the tasks and skills required in intervention 92

Cross-dimensional design of intervention - review of the three 'cubes of intervention' frameworks 92

Levels and types of interventions 98

Summary of cross-dimensional checklist based on concepts from the three cubes, levels and types of intervention 102

Building an intervention strategy - construction of criteria for effective intervention design 105

Summary 113

06 Theories and Practices of OD: the evaluation phase 115

What is evaluation and what are metrics? 116

Summary of the tasks and skills required for evaluation 116

OD perspectives on evaluation - evaluation in the OD cycle of work 118

How to build the culture of evaluation as an integrated part of our OD work 119

What does one measure and how? 125

The practicalities of estimating return on investment 133

Postscript: The value an internal OD department can offer an organization 138

Summary 143

Section 3 Od and Change 145

07 Living at the edge of chaos and change 151

What is the Newtonian Change Paradigm? 153

What are the differences between the traditional and complex adaptive models of change? 157

What are the implications of our change practice when operating at the edge of chaos? 158

Conclusion 159

A word about change vocabulary 161

08 Back room and front room change matters 163

Overview 163

Back room matters - macro level of change work 163

Front room matters (the people dimension and the engagement issue) 179

Conclusion 189

09 Can behavioural change be made easy? 191

Overview 191

Can behavioural change be made easy? Culture, patterns, behaviours 192

Four ways that offer alternative insights on how to do behavioural change 197

Conclusion - the practice implication for practitioners 218

Section 4 The Organization Development Practitioner 219

10 The Organization Development practitioner 221

The roles and tasks of OD practitioners 221

The concept of 'self as instrument' 223

The competence profile of the OD practitioner 228

The development journey that OD practitioners should engage in 232

The practice trademarks of OD 236

Summary 244

11 Power and politics and Organization Development 245

What do we mean by power and policies? Why are they relevant for OD practitioners? 247

Two faces of power - the work of McClelland 249

How power dynamics work within the organization - four theorists 250

The application of the use of power in three key OD activities 255

Using personal power more effectively to achieve greater impact 260

Summary 265

PostScript 267

Part 2 HR in relation to OD: practice examples 271

12 HR in relation to OD 273

Why is it important that HR 'gets' OD? 274

How well equipped is HR to be change agent? 277

A strategic agenda 279

How to get the 'licence to play'? 285

Building credibility 289

Conclusion 292

13 Organizational design 294

What is organization design (ODS)? 295

Challenges for the business 296

The changing held of ODS 298

The Star Model 299

An HR/OD approach to designing organizations 306

14 Managing transformational change 316

A turbulent backdrop 316

The challenges of profound change 317

Planned change philosophies and approaches 321

HR and transformational change 324

HR's role in changing cultures 332

About culture change 332

Training as an enabler of cultural integration 337

HR stimulating culture change 340

Conclusion 341

15 Building organizational agility and resilience 342

What is organizational agility? 343

Why are agility and resilience so elusive? 345

Unpacking organizational agility and resilience 346

A change-able, innovative culture 350

How can HR help build agility and resilience? 352

HR modelling agility 360

Conclusion 362

16 Building the context for employee engagement 363

What is employee engagement? 364

What motivates people to want to do a good job? 369

How can employers create the context for engagement? 372

Building trust and involvement 373

Maintaining engagement in times of change 377

Conclusion: building a more mutual employment relationship 383

17 Developing effective leadership 385

Defining leadership 386

HR's role in developing leaders 387

Equipping leaders for the task 389

HR exercising stewardship 401

Crafting a leadership development strategy 402

Conclusion 403

Postscript - Towards a better tomorrow 405

Focus on people and… 406

Culture and climate 408

References 412

Index 427

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