Practicing Organization Development: A Guide for Consultants by William J. Rothwell

By William J. Rothwell

Fifty-four foreign teachers and specialists, so much established within the united states, give a contribution 28 chapters approximately organizational improvement (OD)-the deliberate, systematic, and educationally-oriented switch that's conducted for organizational development. assurance contains crucial history information regarding OD, the OD intervention method, assorted degrees of intervention, and distinctive concerns in OD. the second one version incorporates a extra present switch version, and, as with the 1st variation, is predicated on OD competency reports. The textual content has been completely rewritten and up-to-date all through. It positive aspects indicates, actions, tools, and case experiences, and comprises PowerPoint slides and supplemental fabrics on an accompanying CD- ROM. For inner and exterior OD specialists, office studying and function pros, and executives and bosses. Pfeiffer is an imprint of Wiley.

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Reproduced by permission of Pfeiffer, an Imprint of Wiley. com 11 12 PRACTICING ORGANIZATION DEVELOPMENT, 2ND EDITION Yes indeed!! The pace and magnitude of change has itself been changing over the last few decades. Dramatic, mind-boggling, transformational change has been accelerating. One reason is that improvements in communications, wrought by technological innovation, make otherwise local events global in scope. The field of organization development has a history of over forty years. OD practitioners have been thinking about, and intervening actively, to help society make the most of the change age.

An example would be a consultant who specializes in team building and calls herself an OD consultant. But team building is not big OD, the entire field that focuses on bringing about change in organizational settings through various interventions and through a process of involving those who are affected by change. 14. Confusion between techniques and processes: Many OD interventions fail because the consultants responsible for their design and facilitation were so hung up on their own favorite techniques that they forgot to pay attention to relevant existing and/or emerging processes.

Rote mechanisms and un-integrated change projects are less effective. ORGANIZATION DEVELOPMENT OD is not about short-term manipulation to achieve immediate financial gains. Using OD in such a way ensures failure. Instead OD is utilized as an adaptable and real-time discipline that encounters living systems that require feedback to govern next moves and adjustments. It is interactive. It is relational. It is super-engaging. It is participative. Rigid tools most often prevent the use of living robust processes to help that magical, intangible high-performing culture from emerging.

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