Practicing organization development

About This Book

Why is this topic important?

Organization development (OD) is about planned change. As change has turned into

the only constant, many managers and other people are pursuing change strategies

with vigor. OD is a major strategy for leading and managing change at the individ￾ual, group, intergroup, organizational, interorganizational, and large systems levels.

This book is about what it takes to be an effective change manager, change leader,

and OD consultant.

What can you achieve with this book?

Simply stated, this book provides everything you need to think through on how to func￾tion as a competent OD professional.

How is this book organized?

The book is organized into five parts. Part 1 consists of Chapters 1 through 7 and is

entitled “Foundations.” It includes information on key terms and definitions, models,

origins of OD, and practitioner competencies. Part 2 consists of Chapters 8 through 13

and is entitled “Steps to Guide Planned Change.” This section covers marketing,

pre-launch, launch, implementation, evaluation, and separation. Part 3 consists of

Chapters 14 through 19 and is entitled “Levels of Organizational Change.” In it we dis￾cuss the issue of organization culture and interventions across various levels: individ￾ual, team, large systems, and interlevel. Part 4, the final part of the book, addresses

some special issues in OD: global OD, values, appreciative inquiry, human systems

dynamics, technology, consultant issues, and looking to the future.

The book concludes with three appendices that offer a variety of supplementary

information, including a self-assessment tool for OD competencies. The CD-ROM that

accompanies this book provides reproducible slides, as well as copies of the appendices

and resource lists.

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About Pfeiffer

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training and human resource practitioners and gives them products to do their

jobs better. We deliver proven ideas and solutions from experts in HR devel￾opment and HR management, and we offer effective and customizable tools

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more successful.

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Other Practicing Organization Development Titles

Finding Your Way in the Consulting Jungle: A Guidebook

for Organization Development Practitioners

Arthur M. Freedman and Richard E. Zackrison

Facilitating Organization Change: Lessons from Complexity Science

Edwin E. Olson and Glenda H. Eoyang

Appreciative Inquiry: Change at the Speed of Imagination

Jane Magruder Watkins and Bernard J. Mohr

Beyond Change Management: Advanced Strategies

for Today’s Transformational Leaders

Dean Anderson and Linda Ackerman Anderson

The Change Leader’s Roadmap: How to Navigate Your Organization’s Transformation

Linda Ackerman Anderson and Dean Anderson

Guiding Change Journeys: A Synergistic Approach to Organization Transformation

Rebecca Chan Allen

Balancing Individual and Organizational Values: Walking the Tightrope to Success

Ken Hultman with Bill Gellermann

The Conscious Consultant: Mastering Change from the Inside Out

Kristine Quade and Renée M. Brown

Organization Development and Consulting: Perspectives and Foundations

Fred Massarik and Marissa Pei-Carpenter

Relationships That Enable Enterprise Change:

Leveraging the Client-Consultant Connection

Ron A. Carucci, William A. Pasmore, and the Colleagues of Mercer Delta

Rewiring Organizations for the Networked Economy: Organizing,

Managing, and Leading in the Information Age

Stan Herman, Editor

The Innovation Equation: Building Creativity and Risk Taking in Your Organization

Jacqueline Byrd and Paul Lockwood Brown

Consulting to Family Businesses: A Practical Guide

to Contracting, Assessment, and Implementation

Jane Hilburt-Davis and W. Gibb Dyer, Jr.

Organization Development at Work: Conversations

on the Values, Applications, and Future of OD

Margaret Wheatley, Robert Tannenbaum, Paula Yardley Griffin,

Kristine Quade, and Organization Development Network

Enterprise-Wide Change: Superior Results Through Systems Thinking

Stephen Haines, Gail Aller-Stead, and Jim McKinlay

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Practicing Organization

Development

A Guide for Consultants

Second Edition

Edited by William J. Rothwell

Roland L. Sullivan

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Copyright © 2005 by John Wiley & Sons, Inc.

Published by Pfeiffer

An Imprint of Wiley.

989 Market Street, San Francisco, CA 94103-1741 www.pfeiffer.com

Except as specifically noted below, no part of this publication may be reproduced, stored in a

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201-748-6011, fax 201-748-6008, e-mail: [email protected].

Certain pages from this book and all the materials on the accompanying CD-ROM are designed

for use in a group setting and may be customized and reproduced for educational/training pur￾poses. The reproducible pages are designated by the appearance of the following copyright

notice at the foot of each page:

Practicing Organization Development, 2nd Ed.. Copyright © 2005 by John Wiley & Sons, Inc.

Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com

This notice may not be changed or deleted and it must appear on all reproductions as printed.

This free permission is restricted to limited customization of the CD-ROM materials for your

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Printed in the United States of America

ISBN: 0-7879-6238-4

Library of Congress Cataloging-in-Publication Data

Practicing organization development : a guide for consultants / edited by William J.

Rothwell, Roland Sullivan.— 2nd ed.

p. cm.

Rev. ed. of: Practicing organization development / edited by William J. Rothwell, Roland

Sullivan, Gary N. McLean. c1995.

Includes bibliographical references and index.

ISBN 0-7879-6238-4 (alk. paper)

1. Organizational change—Management. 2. Business consultants—Handbooks, manuals,

etc. I. Rothwell, William J., date- II. Sullivan, Roland. III. Practicing organization develop￾ment.

HD58.8.P7 2005

658.4’063—dc22

2004022754

Acquiring Editor: Matthew Davis

Director of Development: Kathleen Dolan Davies

Developmental Editor: Susan Rachmeler

Editor: Rebecca Taff

Senior Production Editor: Dawn Kilgore

Manufacturing Supervisor: Becky Carreno

Printing 10 987654321

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vii

CONTENTS

Contents of the CD-ROM x

List of Exhibits, Tables, Figures, and Tables xii

Dedication xv

Acknowledgments xvii

Statement of the Board xix

Foreword xxiii

Introduction 1

PART ONE: FOUNDATIONS 7

1. Organization Development 9

William J. Rothwell and Roland L. Sullivan

2. Models for Change 39

William J. Rothwell and Roland L. Sullivan

3. On the Shoulders of Giants: The Origins of OD 81

Billie T. Alban and John J. Scherer

4. Using the HRD Audit to Build Convergence Between Human

Resource Management and Organization Development 106

T.V. Rao and William J. Rothwell

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5. Competencies of OD Practitioners 135

Christopher G. Worley, William J. Rothwell, and Roland L. Sullivan

6. Organization Development from the View of the Experts:

Summary Results 164

D.D. Warrick

7. A Future-Responsive Perspective for Competent Practice in OD 188

Saul Eisen, Jeanne Cherbeneau, and Christopher G. Worley

PART TWO: STEPS TO GUIDE PLANNED CHANGE 209

8. Marketing OD 211

Alan Weiss

9. Pre-Launch 238

David W. Jamieson

10. Launch: Assessment and Action Planning 271

By D.D. Warrick

11. Implementation and Continuing the Change Effort 313

W. Warner Burke

12. Evaluation 327

Gary N. McLean and Steven H. Cady

13. Separation 354

W. Warner Burke and Ann Van Eron

PART THREE: LEVELS OF ORGANIZATIONAL CHANGE 363

14. Taking Organization Culture Seriously 365

Edgar Schein

15. Person-Centered OD Interventions 376

Udai Pareek, John J. Scherer, and Lynn Brinkerhoff

16. Team Building: Past, Present, and Future 403

W. Gibb Dyer, Jr.

17. Interventions in Large Systems 420

Thomas G. Cummings and Anne E. Feyerherm

18. Whole System Transformation: The Five Truths of Change 440

Steven H. Cady and Kathleen D. Dannemiller

19. OD Through Interlevel Dynamics 456

David Coghlan

VIII CONTENTS

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PART FOUR: SPECIAL ISSUES IN OD 465

20. Global Organization Development 467

Gary N. McLean, Karen J. Davis, Mila N. Baker, and Juana Anguita

21. Values, Ethics, and Practice in the

Field of Organization Development 493

Terri Egan and William Gellermann

22. Bringing Every Mind into the Game to Realize the Positive

Revolution in Strategy: The Appreciative Inquiry Summit 510

Frank J. Barrett, David L. Cooperrider, and Ronald E. Fry

23. Human Systems Dynamics: Competencies in a Complex World 539

Glenda H. Eoyang

24. Technology and Organization Development 550

Soren Kaplan

25. The Personhood of the Consultant:

The OD Practitioner as Human Being 583

Robert Tannenbaum with Saul Eisen

26. Adding to the Complexity of Personal Change 607

Kristine Quade

27. Practicing Internal OD 620

Allan Foss, David Lipsky, Allen Orr, Beverly Scott, Terrence Seamon, Julie

Smendzuik-O’Brien, Anna Tavis, Dale Wissman, and Catherine Woods

28. Our Work for the Times in Which We Live 646

Margaret Wheatley

Appendix I. A Self-Assessment Tool for OD Competencies 656

Christopher G. Worley, William J. Rothwell, and Roland L. Sullivan

Appendix II. Future OD Practice and Practitioner Competencies 664

Saul Eisen

About the Editors 673

About the Contributing Authors 675

About the Series Editors 693

About the Board Members 695

Subject Index 697

Name Index 710

How to Use the CD-Rom 718

Pfeiffer Publications Guide 719

CONTENTS IX

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x

CONTENTS OF THE CD-ROM

I. PowerPoint Presentations and Media

Slides to Accompany the Book

World Vision Case (to play, select index.html or player.html)

Competency Presentation to Linkage

Competency Presentation to Boston OD Network

Internal and External Partnerships

II. Sample Syllabus for an Introduction to OD Course

III. Outlines from the Chapters for Use in Preparing Lectures

IV. Various Competency Lists

Competency List: Version 20

Competency List: Version 14

AU/NTL Competencies

Guidelines for Entry Level Competencies

IAF Competencies

Competencies for Facilitating Summits

Competencies for Change Leaders

OD Skills and Knowledge—Sheppard Study

V. Bibliographies

Use of Self

Link to Bowling Green ODC Bibliography

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CONTENTS OF THE CD-ROM XI

VI. Stories from OD Elders

John Adams

Peter Block

Juanita Brown

Don Cole

Saul Eisen

Art Freedman

Stephen Jenks

Frederick A. Miller

Udai Pareek

Larry Porter

Charles Seashore

Edie Seashore

Marvin Weisbord

VII. Papers, Articles

Dick Beckhard’s Principles for Being a Change Agent

The Social Construction of Reality

Changing the Language of Change

The History of OD and the NTL Institute

The Business Process of Change

A Contemporary Definition of OD

VIII. Organization Change and Development Websites

IX. From the Book

Appendix I: A Self-Assessment Tool for OD Competencies

Appendix II: Future OD Practice and Practitioner Competencies

Exhibit 1.1: A Worksheet for Reflecting on Your Assumptions

Figure 3.1: Origins of OD Time-Line

Exhibit 10.1: Organization Assessment and Action Planning

Guidelines

Exhibit 10.2: Fundamentals of Building Successful Organizations

Exhibit 10.5: Sample Interview Questions

Exhibit 10.6: Culture Assessment

Exhibit 10.7: Change Management Checklist

Exhibit 10.9: Change Planning Form

Exhibit 12.3: Survey to Determine Satisfaction with a Team Meeting

Process

Exhibit 15.1: Sample Executive Development Assessment

Exhibit 16.1: Team Building Checklist I

Exhibit 16.2: Team Building Checklist II

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xii

LIST OF EXHIBITS, FIGURES, AND TABLES

Exhibit 1.1 A Worksheet for Reflecting on Your Assumptions 11

Figure 1.1 A Model of a System 26

Exhibit 1.2 Comparison of Systems and Non-Systems Behavior 28

Exhibit 1.3 Characteristics of Likert’s Four Types of Organizations 31

Exhibit 2.1 The Critical Research Model 41

Figure 2.1 The Traditional Action Research Model 42

Figure 2.2 The Mohr/Jacobsgaard Four I Model of Appreciative

Inquiry 54

Figure 2.3 A New View of the Action Research Model 56

Figure 2.4 Sullivan/Rothwell Change Process Model 58

Exhibit 2.2 Distinctions Between Organization Change and

Transformation 62

Figure 2.5 Three Models of the Change Process 76

Figure 3.1 Origins of OD Time-Line 84

Exhibit 4.1 Checklist of Audit Documents 125

Exhibit 4.2 Sample HRD Audit Scorecard 126

Table 5.1 Sample Demographics 142

Table 5.2 Section-by-Section Results 145

Table 5.3 Pooled-Item Analysis Results 146

Table 5.4 Comparison of Competency Clusters 147

Table 5.5 Comparison of Final Competencies with Other Competency

Studies 155

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Exhibit 6.1 Respondents and Questions Asked in the 2002–2003

Study 165

Exhibit 6.2 Respondents and Questions Asked in the 1978 Study 166

Exhibit 6.3 Frequently Cited OD Definitions 167

Exhibit 6.4 Sampling of Definitions from the 2002–2003 Study 169

Exhibit 6.5 Defining Organization Development 172

Exhibit 6.6 Characteristics of OD 174

Exhibit 6.7 OD Values 175

Exhibit 6.8 Relevancy of OD in Today’s Times 176

Exhibit 6.9 OD Competencies 179

Exhibit 6.10 Best of the Newer Contributions 181

Exhibit 6.11 Major Issues Facing OD 183

Exhibit 7.1 Research on the Future of OD 191

Exhibit 7.2 Delphi Panel Participants 192

Exhibit 8.1 The Rainmaker Attributes 213

Figure 8.1 Three Areas and Four Conditions for Value 214

Figure 8.2 The “Gravity” Concept of Marketing OD Services 216

Exhibit 8.2 Trade Associations 221

Figure 8.3 Conceptual Agreement as the Key to Closing New

Business 229

Exhibit 10.1 Organization Assessment and Action Planning

Guidelines 275

Exhibit 10.2 Fundamentals of Building Successful Organizations 280

Exhibit 10.3 Advantages and Disadvantages of Organization Assessment

Methods 288

Exhibit 10.4 Interviewing Guidelines 292

Exhibit 10.5 Sample Interview Questions 293

Exhibit 10.6 Culture Assessment 296

Figure 10.1 The Planned Change Process 304

Exhibit 10.7 Change Management Checklist 305

Exhibit 10.8 Change Management Principles 306

Exhibit 10.9 Change Planning Form 308

Exhibit 10.10 Roles in Successfully Managing Change 311

Exhibit 11.1 French and Bell’s Typology of OD Interventions 320

Figure 12.1 The OD Cube 328

Figure 12.2 Organization Development Research Variables—Process 329

Figure 12.3 Organization Development Research Variables—Outcomes 330

Figure 12.4 Organization Development Evaluation Model 331

Exhibit 12.1 Advantages and Disadvantages to Possible Evaluators 334

Exhibit 12.2 Sample Items from an OD Process Satisfaction Survey 338

Exhibit 12.3 Survey to Determine Satisfaction with a Team Meeting

Process 339

LIST OF EXHIBITS, FIGURES, AND TABLES XIII

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