Organizational Change Sourcebook I: Cases in Organization Development

1980 ◽  
Vol 5 (3) ◽  
pp. 13
Author(s):  
Ann Marriner
Keyword(s):  
Organizational Change ◽  
Organization Development

Stakeholder Model of Change

2021 ◽  
pp. 249-274
Author(s):  
Laurie Lewis
Keyword(s):  
Organizational Change ◽  
Critical Theory ◽  
Organization Development ◽  
Macro Level ◽  
Change Strategies ◽  
Competing Interests ◽  
The Future ◽  
Challenges And Opportunities ◽  
Phenomenological Perspective ◽  
Stakeholder Model

This chapter explores the various ways in which opposing and/or contradictory entities unfold and play out with regard to change in organizations. This is undertaken from two different viewpoints. First, from a micro-phenomenological perspective it examines how insights derived from critical theory and other critical traditions have influenced the development of change strategies, interventions, and techniques. Second, at a more macro-level, it explores the extent to which particular schools of thought with regard to organizational change and organization development (OD) have embraced and/or resisted, the inevitable and unavoidable critical challenges and opportunities presented by opposing agents, competing interests, conflicting entities, and contrasting meanings in organizations. The chapter concludes by discussing the scope for, and possible directions of, critical change scholarship and practice in the future.

PRESERVING THE PEACE THROUGH ORGANIZATION DEVELOPMENT: 30 YEARS OF SUCCESSFUL ORGANIZATIONAL CHANGE.

2009 ◽  
Vol 2009 (1) ◽  
pp. 1-6 ◽  
Author(s):  
R. WAYNE BOSS ◽  
BENJAMIN B. DUNFORD ◽  
ALAN D. BOSS ◽  
MARK L. MCCONKIE
Keyword(s):  
Organizational Change ◽  
Organization Development

Review Article: The past, present and future of organization development: Taking the long view

2012 ◽  
Vol 65 (11) ◽  
pp. 1395-1429 ◽  
Author(s):  
Bernard Burnes ◽  
Bill Cooke
Keyword(s):  
Organizational Change ◽  
Organization Development ◽  
Review Article ◽  
Western World ◽  
Future Prospects ◽  
The Past ◽  
Current State ◽  
History Of ◽  
Kurt Lewin

Organization development has been, and arguably still is, the major approach to organizational change across the Western world, and increasingly globally. Despite this, there appears to be a great deal of confusion as to its origins, nature, purpose and durability. This article reviews the ‘long’ history of organization development from its origins in the work of Kurt Lewin in the late 1930s to its current state and future prospects. It chronicles and analyses the major stages, disjunctures and controversies in its history and allows these to be seen in a wider context. The article closes by arguing that, although organization development remains the dominant approach to organizational change, there are significant issues that it must address if it is to achieve the ambitious and progressive social and organizational aims of its founders.

Leading Change Processes for Success: A Dynamic Application of Diagnostic and Dialogic Organization Development

2021 ◽  
pp. 002188632110195
Author(s):  
Bradley J. Hastings ◽  
Gavin M. Schwarz
Keyword(s):  
Organizational Change ◽  
Organizational Development ◽  
Organization Development ◽  
Change Leadership ◽  
Change Processes ◽  
Leading Change ◽  
Leadership Practice ◽  
Theoretical Perspectives

Change processes, the activities that enable change, and change leadership, meaning how to lead change processes, both influence the success of change. However, a surprising omission from this knowledge is how do leaders choose between change processes? This article explores leaders’ choices between two orientations of change processes—illustrated by dialogic and diagnostic organizational development—in 79 cases of organizational change. It identifies that change is successful when leaders choose to oscillate between these two processes as change unfolds. Developing a model that explains this evolution, the article describes how the change leadership practice of concurrent inquiry interacts with the two representations of knowledge described by diagnostic and dialogic theories to inform a choice to oscillate. For scholars, this model further integrates the theoretical perspectives of dialogic and diagnostic theories. For practitioners, it provides a means to navigate between extant theories and, as such, ameliorate outcomes.

A Compelling Beginning and More to Uncover

2021 ◽  
pp. 002188632110608
Author(s):  
Robert J. Marshak ◽  
Gervase R. Bushe
Keyword(s):  
Organizational Change ◽  
Organization Development ◽  
Change Processes ◽  
Success Rates ◽  
Leading Change

The article by Hastings and Schwarz, Leading Change Processes for Success: A Dynamic Application of Diagnostic and Dialogic Organization Development (OD), deserves close review by scholars and practitioners. Their research supports arguments that OD approaches can be meaningfully categorized as diagnostic or dialogic and that differences in those approaches have significant implications for organizational change success rates. Concerns about how one assesses a leader's mindset and counterpoints to the conclusion that oscillation between diagnostic and dialogic approaches is always associated with higher success rates are presented.

scholarly journals An Introduction to Exdysivity Index for Organizational Change Capability Assessment

2017 ◽  
Vol 2 (4) ◽  
Author(s):  
Yanyong Thammatucharee
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Organization Development ◽  
Dynamic Change ◽  
Sustainable Change ◽  
Change Measurement ◽  
Organization Level ◽  
Effective Change ◽  
Single Approach

The dynamic change capabilities of organizations are prerequisite to the success, long-term growth and sustainability (Moran & Brightman, 2000; Andreeva & Victoria, 2006; Barreto, 2010; Halkos, 2012). Although organization development (OD) study involves planned changes that would help businesses to stay competitive in the marketplace, there is no effective and reliable change indicator that can reflect the need and level of change capabilities. Apparently, organizational change management requires multi-perspectives approach rather than a single approach to all change situations (Andreeva, 2008). To achieve the successful and sustainable change, an effective change measurement is the key (Moran, Baird & Brightman, 2000). This study aims to propose the development idea for a change indicator or so-called “exdysivity index (EI)” as the change capability assessment and requirement for change intervention at both international and individual organization level.

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