INSTRUCTOR MANUALS WITH CASES
** All Chapters included
** Chapter Outline and Lecture Notes
** Teaching Note Cases
,Table of Contents are given below
Chapter 1: General introduction to organization development
Chapter 2: The nature of planned change
Chapter 3: The organization development practitioner
Chapter 4: Entering and contracting
Chapter 5: Diagnosing
Chapter 6: Collecting, analyzing and feeding back diagnostic information
Chapter 7: Designing interventions
Chapter 8: Managing change
Chapter 9: Evaluating and institutionalizing organization development interventions
Chapter 10: Interpersonal and group process approaches
Chapter 11: Organization process approaches
Chapter 12: Restructuring organizations
Chapter 13: Employee involvement
Chapter 14: Work design
Chapter 15: Performance management
Chapter 16: Talent management
Chapter 17: Diversity, equity, inclusion, belonging (DEIB) and wellness
Chapter 18: Transformational change
Chapter 19: Continuous change
Chapter 20: Transorganizational change
Chapter 21: Organization development for economic, ecological, social and health
outcomes
Chapter 22: Future directions in organization development
, Chapter 1
General Introduction to Organization Development
Learning Objectives
• Define and describe the practice and study of organization development (OD).
• Describe the history and relevance of OD.
• Distinguish OD and planned change from other forms of organization change.
• Distinguish between diagnostic OD and dialogical OD.
• Describe hybrid OD
Chapter Outline and Lecture Notes
Note: This chapter consists of straight forward descriptions and discussion of key issues in the
history of OD. Depending on the professor’s perspectives, this material can be covered in depth
(i.e., if you really want to understand OD today, you have to understand where it came from) or
just discussed briefly (i.e., if you really want to understand OD, you have to practice it). It is also
appropriate to share your view of the field today, for example, whether you think it is growing or
declining, its certification of practitioners, and how you regard its relevance in the world today.
1-1 Organization Development Defined
Organization development is both a professional field of social action and an area of
scientific inquiry. Several definitions are presented in Table 1.1. The definition used
throughout the text is as follows:
Organization development is a system-wide application and transfer of
behavioural science knowledge to the planned development, improvement,
and reinforcement of the strategies, structures, and processes that lead to
organization effectiveness.
OD emphasizes systemwide, behavioural science, and organization effectiveness. OD
applies to changes in the strategy, structure, and/or processes of an entire system. It is
based on the application and transfer of behavioural science knowledge and practice.
OD aims to improve organization effectiveness by managing planned change which
involves both the creation and the subsequent reinforcement of that change. Although
, OD has grown and matured by adding content issues, it is still known mostly for its
attention to the process of change.
Note: An important opportunity for discussion is to compare the definitions of OD
provided by different authors. What differences and similarities do students see in the
definitions presented in Table 1.1?
In this section you can see a contrast of OD and organizational change. OD is described as
a normative-re-educative approach to change, in contrast to change approaches that are
power based or based on empirical data analysis or rational argument and logic. An
essential difference with OD is that it educates the client organization in new values and
new skills so that the organization has the ability to heal and to renew on an ongoing basis
without the continuing presence of a ‘change consultant.’
1-2 A Short History of Organization Development
OD has five major sources of background, which we call stems. Each stem also
represents an important part of OD’s past and informs its practice today. These are
presented in Figure 1.1.
1-2 a Laboratory Training Background
Laboratory training began in 1946 with the work of Kurt Lewin. It focused on the
T-group, a small, unstructured group in which participants learn from their own
interactions and evolving group processes about issues including personal growth,
interpersonal relations, leadership, and group dynamics.
1-2b Action Research and Survey-Feedback Background
The second movement that led to OD included the processes of action research
and survey feedback. This movement used systematic collection of survey data
which was then fed back to the client organization. Feedback sessions were
conducted in task groups.
1-2c Normative Background
The normative belief stage was marked by two key programs.
a. Likert’s Participative Management Program
** All Chapters included
** Chapter Outline and Lecture Notes
** Teaching Note Cases
,Table of Contents are given below
Chapter 1: General introduction to organization development
Chapter 2: The nature of planned change
Chapter 3: The organization development practitioner
Chapter 4: Entering and contracting
Chapter 5: Diagnosing
Chapter 6: Collecting, analyzing and feeding back diagnostic information
Chapter 7: Designing interventions
Chapter 8: Managing change
Chapter 9: Evaluating and institutionalizing organization development interventions
Chapter 10: Interpersonal and group process approaches
Chapter 11: Organization process approaches
Chapter 12: Restructuring organizations
Chapter 13: Employee involvement
Chapter 14: Work design
Chapter 15: Performance management
Chapter 16: Talent management
Chapter 17: Diversity, equity, inclusion, belonging (DEIB) and wellness
Chapter 18: Transformational change
Chapter 19: Continuous change
Chapter 20: Transorganizational change
Chapter 21: Organization development for economic, ecological, social and health
outcomes
Chapter 22: Future directions in organization development
, Chapter 1
General Introduction to Organization Development
Learning Objectives
• Define and describe the practice and study of organization development (OD).
• Describe the history and relevance of OD.
• Distinguish OD and planned change from other forms of organization change.
• Distinguish between diagnostic OD and dialogical OD.
• Describe hybrid OD
Chapter Outline and Lecture Notes
Note: This chapter consists of straight forward descriptions and discussion of key issues in the
history of OD. Depending on the professor’s perspectives, this material can be covered in depth
(i.e., if you really want to understand OD today, you have to understand where it came from) or
just discussed briefly (i.e., if you really want to understand OD, you have to practice it). It is also
appropriate to share your view of the field today, for example, whether you think it is growing or
declining, its certification of practitioners, and how you regard its relevance in the world today.
1-1 Organization Development Defined
Organization development is both a professional field of social action and an area of
scientific inquiry. Several definitions are presented in Table 1.1. The definition used
throughout the text is as follows:
Organization development is a system-wide application and transfer of
behavioural science knowledge to the planned development, improvement,
and reinforcement of the strategies, structures, and processes that lead to
organization effectiveness.
OD emphasizes systemwide, behavioural science, and organization effectiveness. OD
applies to changes in the strategy, structure, and/or processes of an entire system. It is
based on the application and transfer of behavioural science knowledge and practice.
OD aims to improve organization effectiveness by managing planned change which
involves both the creation and the subsequent reinforcement of that change. Although
, OD has grown and matured by adding content issues, it is still known mostly for its
attention to the process of change.
Note: An important opportunity for discussion is to compare the definitions of OD
provided by different authors. What differences and similarities do students see in the
definitions presented in Table 1.1?
In this section you can see a contrast of OD and organizational change. OD is described as
a normative-re-educative approach to change, in contrast to change approaches that are
power based or based on empirical data analysis or rational argument and logic. An
essential difference with OD is that it educates the client organization in new values and
new skills so that the organization has the ability to heal and to renew on an ongoing basis
without the continuing presence of a ‘change consultant.’
1-2 A Short History of Organization Development
OD has five major sources of background, which we call stems. Each stem also
represents an important part of OD’s past and informs its practice today. These are
presented in Figure 1.1.
1-2 a Laboratory Training Background
Laboratory training began in 1946 with the work of Kurt Lewin. It focused on the
T-group, a small, unstructured group in which participants learn from their own
interactions and evolving group processes about issues including personal growth,
interpersonal relations, leadership, and group dynamics.
1-2b Action Research and Survey-Feedback Background
The second movement that led to OD included the processes of action research
and survey feedback. This movement used systematic collection of survey data
which was then fed back to the client organization. Feedback sessions were
conducted in task groups.
1-2c Normative Background
The normative belief stage was marked by two key programs.
a. Likert’s Participative Management Program
