Cases and Exercises in Organization Development & Change, Second Edition encourages students to practice organization development (OD) skills in unison with learning about theories of organizational change and human behavior. The book includes a comprehensive collection of cases about the OD process and organization-wide, team, and individual interventions, including global OD, dialogic OD, and OD in virtual organizations. In addition to real-world cases, author Donald L. Anderson gives students practical and experiential exercises that make the course material come alive through realistic scenarios that managers and organizational change practitioners regularly experience.

The book provides a good open-systems introduction to the topic of organization change, presenting the big concepts in a way that managers can use.

Organization development practitioners have, for over half a century, engaged with organizations to help them grow and thrive. The artful application of Organization Development (OD) has helped business leaders articulate vision, rethink business processes, create more fluid organization structures and better utilize people's talents. While business leaders and OD practitioners intuitively believe that OD provides valuable results, rigorous measurement of the value delivered has long eluded many OD practitioners. 'Bottom-Line Organization Development' provides powerful tools to capture and measure the financial return on investment (ROI) of OD projects to the business. Given the increasing competition for budget and resources within organizations and the requirements of demonstrating tangible results, the need for such OD measurement tools is very high. But in addition to proving the value of OD projects, integrating evaluation into the change management process itself can actually increase the value of the change initiative because it opens up new ways of capturing and increasing the value of change initiatives. In other words, there is an ROI to ROI. Merrill Anderson calls this new way of approaching OD "strategic change valuation." The book explains the five steps in the OD value process - diagnosis, design, deployment, evaluation and reflection. In addition, three case studies take readers through the process of applying bottom-line OD to three types of popular strategic change initiatives: executive coaching, organization capability, and knowledge management. Readers will gain a holistic perspective of how to make the seemingly intangible benefits of these initiatives tangible.

This case study book provides 30 cases and responses from 90 OD consultants with expert insights specific to each particular case topic. This book is the culmination of ten years of collaboration between the Homer Johnson, Peter Sorensen and Therese Yaeger, and the OD Network that originally printed these cases in the OD Practitioner. Now with the 30 case studies compiled in one OD resource book, both practitioners and academics can experience an OD challenge and value the differing responses from OD experts.

In a world saturated with the “how tos” of OD, there is a void of evidence-based resources for both organizational leaders and OD scholar-practitioners to use as a guide while navigating the complex and chaotic environment of healthcare. This handbook has been created to fill this space and provide a resource for this vital audience at a time of great change and greater potential in the healthcare arena. The handbook will focus on the critical nature of OD in healthcare and how it applies in this unique environment; examining its broad use from hospitals to corporate offices and from small systems to multinational corporations. The book will provide research-based, practical processes and methods, while sharing compelling cases of how the compassion and care associated with healthcare is wound tightly with the OD work it encompasses.The handbook will also offer a comprehensive look at the role OD plays in the critical issues and significant changes facing healthcare today. The handbook overall is a small part history and a small part predictions surrounding very practical and applicable uses of OD In healthcare. Through the sharing of engagement processes, revealing outcomes and connecting each concept to a living case of how OD has impacted the healthcare field, this handbook provides a unique resource for OD and HR professionals, healthcare executives, MHA students and the academic community.

Offering effective tools and strategies, this book covers how to encourage and strengthen skills in process analysis and investigation, align OD principles with transforming societal values, clarify communication processes and decision-making procedures, and isolate and resolve roadblock issues. Constructing a platform to assess large-system agendas, Ironies in Organizational Development, Second Edition is an outstanding text for upper-level undergraduate and graduate students taking organizational development courses in the departments of public administration, psychology, management, and sociology, as well as for in-service and professional workshops.

This is the third book in the Jossey-Bass Reader series, Organization Development: A Jossey-Bass Reader. This collection will introduce the key thinkers and contributors in organization development including Ed Lawler, Peter Senge, Chris Argyris, Richard Hackman, Jay Galbraith, Cooperrider, Rosabeth Moss Kanter, Bolman & Deal, Kouzes & Posner, and Ed Schein, among others. "Without reservations I recommend this volume to those students of organizational behavior who want an encyclopedia of OD to gain a perspective on the past, present, and future...." Jonathan D. Springer of the American Psychological Association.

Written by two of the leading experts in the field, Organization Development is a guide to the basic principles of effective organization development. A compendium of theories, practices, diagnostics techniques and figures, it provides practical advice for identifying an organization's needs and determining the most appropriate course of action to maximize organizational capability. It provides an overview of the history and theory of OD and addresses the various phases, the role of the practitioner, aspects of power and politics, and the human resources context. The book also discusses organizational design, culture change, managing transformational change, and developing effective leadership. Bridging the gap between theory and practice, this fully updated new edition of Organization Development now includes coverage of complexity and chaos theory, new case studies describing OD practices and attitudes in countries outside of the US and UK, and new chapters on change and culture and on employee engagement and wellbeing. The authors also have added emphasis on the collaborations between OD and HR functions. It provides a wealth of helpful advice for OD practitioners, HR professionals and those with an interest in helping develop their organization.

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