behaviors, 335–336; dimension 5: organiza- tion climate, 336; dimension 6: personal characteristics, 336; overview of, 333 Evaluation models: for OD research variables outcomes, 330fig; for OD research variables process, 329fig; organization development, 331fig Evaluation to change behaviors: step 1: evalu- ate existing models and measures, 346–347; step 2: enhance existing models and mea- sures, 347; step 3: install and initiate data- collection process, 347; step 4: diagram the predictive model, 348; step 5: use feedback process to initiate action, 348–349fig Evaluators: advantages/disadvantages to pos- sible, 334e; competencies for conducting evaluations by, 351–352; factors in selecting, 333 Examining existing information, 288e, 290 Executive culture, 374 Executive Development Assessment, 399e Executive Excellence (Drucker), 23–24 Expansive circles of inquiry, 532–533 External OD practitioners. See OD consultants F Face validity, 343 Facemail, 651 Fear, 651–653 Feedback: assessing organization data, 286–288; components for facilitating healthy, 349fig; as core ingredient in personal devel- opment, 394–397; used in evaluation to initiate action, 348–349; giving/receiving effective, 395–397; impact of Johari Window on, 587–588fig, 590, 599, 600–601; OD sur- vey research and, 30–31; organizational feed- back systems of, 423; provided electronically in “Listening to the City” project, 482–483; separation phase, 51; support groups used for, 600; survey-feedback-based skill devel- opment, 99–100; T-group, 87–88; 360-degree, 99; traditional action research model on assessment and, 47–48 Feedback and Organization Development: Using Data-Based Methods (Nadler), 281 Feelings. See Emotions Flawless Consulting: A Guide to Getting your Expertise Used (Block), 47 Flawless Consulting (Block), 60 Focus of attention, 48 Focus groups, qualitative evaluation using, 344 Force field analysis, 87, 303, 390, 413 SUBJECT INDEX 701 Formal evaluation, 337 Fortune magazine, 278, 295, 528 4-D cycle of AI, 523–524, 556 Free choice, 318 Functional/transferable area, 379fig, 380 Fundamentals of building successful organiza- tions model, 279, 280e–281e Future Search, 294, 426, 451, 474, 517 Future-responsive societal learning: changing global context and, 189–190; in competent OD practice, 206; Delphi outcomes on, 193; Delphi study methodology used to examine, 190–192e; Delphi study phase 1: emerging trends and forces, 193–195; Delphi study phase 2: challenges/opportunities for organi- zations, 195–196; Delphi study phase 3: emerging intervention strategies, 197–198; Delphi study phase 4: OD competencies, 199–201; described, 188–189; implications for OD practice, 203–206 G Gamma change, 23 Gartner Group, 566 General Electric, 433, 511 General Electric’s change model, 74, 75 General Mills, 100, 101 Geocentric, 481fig Gestalt Institute (Cleveland), 140, 356 Global Integrity Leadership Group, 395 Global organization development: case study showing complexity of, 467–468; competen- cies and skills for, 485–489; concept of glob- alization and, 479–480; context for, 471–472; effect of terrorism on, 482; ethical issues/ dilemmas affecting success of, 475–477, 506; handling dilemmas of, 477–478; humanism/ profitability and, 480; methodologies used in, 472–474; at the national and community level, 480–481fig; national policies affecting, 484–485; role of technology in, 482–483; selecting consultants for, 483; social respon- sibility and, 478–479. See also Transnational corporations Global People’s Assembly, 495 Global wisdom society vision, 469–471 Globalization, 12 Good to Great (Collins), 279 Good-to-great model, 279 Graphs, 345 “Gravity” marketing concept, 216fig Group dynamics, 97–98 Group Dynamics Experience (1950s), 99 40_962384 bindex.qxd 2/3/05 12:22 AM Page 701 Group dynamics-humanistic psychology move- ment (1960s), 403 Group interviews (HRD audit), 122–123 Guilt, 614 H Harley-Davidson, 433 Hawthorne studies, 110 HDS (human systems dynamics): competencies required for working with, 547–548; complex adaptive system in context of, 541–547; emerging theory and practice of, 539–541 Hewlett-Packard, 554–555 Hidden self, 590 High performance organizations: criteria for building healthy and, 285–289; key points for building, 286e, 287e High-performance culture, 296e, 297 “Horse” beating exercise, 591–592 Housewives experiment, 88–89 HR (human resources): capabilities of, 109; competencies necessary for career in, 109–110; governance of, 109; HRD score card approach to, 116, 126e, 345; human capital appraisal approach to, 116; integrative frame- work approach to, 115; P-CMM approach to, 116–117; strategic HR framework approach to, 115 HR managers: on changing roles of, 111–112; functions and roles of, 108–112 HR theory, 108 HR tools, 109 HR value proposition, 109 HRD audit: as business driven, 121–122; checklist of audit documents, 125e; concepts that guide, 119–121; described, 119; examin- ing linkages with other systems through, 121; failures of, 127–128; using HRM/OD conver- gence in, 118; methodology of, 122–124; preparing for the, 124; research study results on, 128–131; results of, 127; study conclu- sions on, 132 HRD (human resource development): evolu- tion into WLP, 34; principles of, 114; recent thinking about, 34; relationship between OD and, 33 HRD (human resource development) practi- tioners, 2 HRD scorecard, 116, 126e, 345 HRE (human resource environment), 34 HRF (human resources function), 113 HRM (human resource management): examin- ing convergence of OD and, 106–107, 112–118; 702 SUBJECT INDEX people-oriented functions of, 107–108, 111; relationship between OD and, 34 HRM/OD convergence: HRD audit and, 118–126e; implications of, 112–118; Pareek and Rao’s framework for, 113–115. See also Convergence HSD (human systems development): debate over professionalism vs. practice of, 495; meaning of, 494–495; values and ethics of, 496–497. See also OD (organization development) Human capital appraisal approach, 116 The Human Element (Schutz), 598 The Human Organization (Likert), 31 Human Resources Development System, 113 The Human Side of Enterprise (McGregor), 93, 404 I iCohere, 556, 557e Ideological resistance, 315 “Image literacy,” 519 Implement definitions, 313 Implementation phase: as core of organiza- tional change, 313–314; dealing with resis- tance during, 314–316; dealing with unanticipated consequences during, 316–317; the “how” of organization change, 317–321; research regarding, 321–324; typology of OD interventions, 320e–321e In Search of Excellence: Lessons from America’s Best-Run Companies (Peters and Waterman), 24 In Search of Excellence (Waterman), 441 Increasing globalization, 12 Increasing speed in market change, 12 Individual interviews (HRD audit), 122 Individualism/collectivism, 473 Industrial mindset, 611t Informal evaluation, 337 Informal group processes, 344 Information validity, 318. See also Data Insecurity issues, 589–590 Instrumentation, 397–400 Integrated collaborative environments, 574–576 Integrative framework approach, 115 Inter-group team building, 415–416 Interlocking conference, 30 Internal commitment, 318 Internal OD practitioners: advantages of, 621, 624, 638t; areas of responsibility by, 626e; branding the function of, 631–632; “build or buy” decisions, 625–627; comparison of 40_962384 bindex.qxd 2/3/05 12:22 AM Page 702 external and, 642t–643t; competencies spe- cific to, 632–637; considering a career as, 639–641; described, 23; interview questions asked of, 622e–623e; keys to successful, 624–625; organizational life cycle of, 629–630t, 631; positioning function of, 627–629; rules for, 641e. See also OD consultants Internal-design components: described, 423–424; model of, 422fig; reward-system intervention example of, 431–432; structural- design intervention example of, 430–431; STS (sociotechnical systems) intervention exam- ple of, 429 International Registry of Organization Develop- ment Professionals and Organization Devel- opment Handbook (OD Institute), 140 Interorganizational interventions, 319 Interpersonal/individual skills development: NTL sessions on, 98–99; survey-feedback- based skill development, 99–100 Intervention Theory and Method (Argyris), 318 Interventions: as change phase, 48–49; coach- ing as, 389–394; defining, 24–25; HRD audit as OD, 127–132; Large Group, 101, 102; large- system, 420–435; mentoring as, 387–389; OD Cube, 319, 328fig; prior to data gathering, 368; team building, 474; theoretical basis for person-focused, 378; training using a T-group as, 382–387. See also Personal development Interview (HRD audit), 122–123 Interviews: appreciative, 515; as assessment method, 289e, 291; guidelines for, 292e–294e; PMI (personal management interviews), 416; qualitative evaluation using, 344; questions asked of internal OD practitioners during, 622e–623e; radio and television, 219–220 Intimacy issues, 591 IODA (International Organization Development Association), 475 J Jick’s change model, 74–75 Johari Window, 587–588fig, 590, 599, 600–601 Joint optimization, 439 Joint ventures, 484 Journal writing, 601 Judgment, 614–615 K KI Pembroke, 433 Knowledge capital: growing importance of, 12; technology for enhancing organizational, 562–563 SUBJECT INDEX 703 Kotter’s change model, 74–75 KPAs (key performance areas), 129 KPAs (key process areas), 117 Krygyzstan school system, 481 L L&T (Larsen and Toubro), 113, 114–115 The Laboratory Method of Learning and Chang- ing (Benne, Bradford, Gibb, and Lippitt), 20 Laboratory training, 27, 30 Ladder of Inference, 478 Laissez-faire culture, 296e, 297 Lao Tsu, 382 Large Group Intervention, 101, 102 Large Group Interventions (Bunker and Alban), 443 Large Scale Change, 94 Large-system interventions: characteristics of, 424–426; definition of, 420–421; internal- design component, 423–424, 428–432; orga- nization-environment relationship and, 421–423, 426–428; research on, 433–434; types listed, 426 Launch phase: assessing organizations, 289–303; developing assessment/action plan- ning philosophy, 276; model for assessing organizations/planning actions, 274–275e, 276; purpose of, 272–273; understanding organizations, 276–289 Leaders. See Change management Learning: action, 448–449; change used in same context as, 20; moving toward strate- gic, 520–521; from one’s dreams, 601; self as a laboratory for, 603; technology for enhanc- ing, 562–563; WLP (workplace learning and performance), 2, 34, 565 Learning communities, 565, 567t–569t Lewin’s force field analysis, 87, 303, 390, 413 Lewin’s formula on behavior and environment, 376–377 “Listening to the City” project, 482–483 Live assessments, 290e, 294–295 Living systems, 20 Loving others, 604 “Low morale,” 515 M Mapping, 245 March change, 12 Marketing OD: creating proposals that close business, 229–230; determining your value proposition for, 211–214; establishing concep- tual agreements, 228–229fig; establishing 40_962384 bindex.qxd 2/3/05 12:22 AM Page 703 Marketing OD (continued) routes to the economic buyer, 216–228; “gravity” concept of, 216fig; identifying and reaching the economic buyer, 215–216; nine steps of great proposals, 230–237; rainmaker attributes, 213e Marketing proposals: 1: situation appraisal, 230–231; 2: objectives, 231; 3: measures of success, 232; 4: expression of value, 232–233; 5: methodologies and options, 233–234; 6: timing, 234–235; 7: joint accountabilities, 235; 8: terms and condi- tions, 236; 9: acceptance, 236–237 Marketing strategies: advertising and passive listings, 220; alliances and networking, 225–228; bro bono work, 217; commercial publishing, 217–218; position papers, 218–219; radio and television interviews, 219–220; speaking engagements, 220, 222; teaching as, 225; trade association leadership as, 224–225; website and electronic newslet- ters, 222–224; word of mouth, referrals, and third-party endorsements, 224 Marking OD value, 636–637 Masculinity/feminity, 473 Master practitioners, 2 Matrix organizations, 430–431 MBTI (Myers-Briggs Type Indicator), 336 Measurable outcomes evaluation, 342 Meditation, 601 Meetings: basic structure of, 415; survey on process of team, 339e–341e Mentoring: description of world-class, 388–389; overview of, 387–388; personal development through, 386–387; risks of going deep in, 389 “Mercedes-Benz Syndrome,” 234 Mergers, 484 Meta-Network, 551 Metaphors, 345 Million Dollar Consulting (Weiss), 218 Mindset, 611t Minnesota OD Network, 3 Morale evaluation measurement, 335 MSOD program (Pepperdine University), 142 N Network organizations, 428 Networking, 225–228 New Britain Workshop, 27 New Patterns of Management (Likert), 31 9/11, 189, 651 Nobody Knows My Name (Baldwin), 595 704 SUBJECT INDEX Non-systems behaviors, 28e–29e NTL (National Training Laboratories), 23, 27, 97, 98–99, 101, 102, 139, 140, 378, 403, 443, 444, 453 NTL-LABS website, 383 O Observation: assessments using, 290e, 291; during HRD audit, 124; of other cultures without judgment, 471; qualitative evalua- tion using, 344 OD competencies: ability to apply research methods, 159; in change management tech- nologies, 159; defining, 136; experts on needed, 178–180e; importance of, 137–138; prior research on, 138–141; self-mastery, 158, 159. See also Competencies OD competencies study: comparison of compe- tency clusters in, 147t–152t; comparison of final competencies with other studies, 155t–156t; conclusions suggested from, 157–161; discussion of, 153–154, 157; methodology used in, 141–143; motivation for, 136–137; results of, 144–146t, 153; sample demographics used in, 142t OD consultant barriers: anger as, 591–592; awareness of one’s biases as, 593–594; blind- ness to one’s strengths as, 590–591; discom- fort with intimacy as, 591; feelings as, 587–589; insecurity about insecurity as, 589–590; self-esteem and self-worth as, 589; tolerance for ambiguity as, 592–593 OD consultants: art of the practitioner and, 604–605; as change agent, 310; comparison of internal practitioners and outside, 642t–643t; competencies of effective, 4; cre- ating new role for, 374; described, 23; estab- lishing competency/credibility of, 246–249; exchange between client and, 264–266; five styles of, 261; handling ethical dilemmas, 477–478; marketing strategies for, 211–237; meanings of practice by, 3; personal growth and effectiveness of, 603–604; selected for global organization development, 483; sup- port needs of, 263–264; traditional func- tions/changing roles of, 112; types of, 2; working with, 637–639. See also Internal OD practitioners; Personhood of consultant OD Cube interventions, 319, 328fig OD evaluation measures, 333–336 OD expert studies: background information on, 164–166; on balance between learning from past/moving to future, 177–178; on best of 40_962384 bindex.qxd 2/3/05 12:22 AM Page 704 newer contributions to OD, 180–182; on competencies needed by PC practitioners, 178–180e; on major issues facing OD in the future, 182, 183e, 184; OD characteristics defined during, 173, 174e; OD defined by experts during, 172e; OD terminology defini- tions used in, 166, 167e–168e, 169e–171; OD values defined during, 173, 175e; on rele- vancy of OD in today’s changing times, 173, 175, 176e–177e; respondents and questions asked in 1978, 166e; respondents and ques- tions asked in 2002-2003, 165e; on the ten most important contributors to field, 184–185 OD foundations: laboratory training, 27, 30; process consultation, 32–33; survey research and feedback, 30–31; Tavistock Sociotechni- cal Systems contributions to, 31–32 OD history: Douglas McGregor’s Theory X and Theory Y, 92–94; Frederick Taylor’s scientific management, 83, 85; Kurt Lewin’s contribu- tion to, 85–89; major contributors to shaping OD discipline, 82–83; Origins of OD Time Line, 84fig, 94–103; roots of, 81–82; Wilfred Bion’s Travistock method, 89–92 OD Institute, 142, 482, 498, 500 OD interventions. See Interventions OD Network, 142 OD (organization development): as based on individual counseling models, 370–371; com- pared to change management, 112; confusion between “little” and “big,” 16; debate over professionalism vs. practice of, 495; defining, 1, 18–20, 103, 112, 493–494; examining con- vergence of HRM and, 106–107, 112–118; future-responsive societal learning approach to, 188–206; global, 467–489; as hooked on diagnosis and data gathering, 368–370; importance and significance of, 10, 12–17; important terminology of, 21–25; Lewin’s formula on behavior and environment used in, 376–377; marketing value of, 636–637; as misapplying natural science models to human systems, 371–371; participative reflec- tion principle of, 94; philosophical founda- tions of, 26–27, 30–33; practicing internal, 23, 620–637, 638t, 639–643t; recent thinking about, 34; relationship with other HR fields, 33–34; values and ethics of, 496–508, 552–553; what it is not, 20–21; whole sys- tems thinking in relation to origins of, 443–445. See also HSD (human systems development) OD Practitioner (McLean and Sullivan), 3 SUBJECT INDEX 705 OD practitioners. See OD consultants OD Process Satisfaction Survey, 338e OD research variables: evaluation of outcomes model, 330fig; evaluation of process model, 329fig ODI (Organization Development Institute), 3, 475 ODN (Organization Development Network), 475 ODN (Organization Development Network) website, 3 The Odyssey (Homer), 387 Online collaboration: affinity networks, 564–565, 567t–569t; communities of practice, 565, 567t–569t; environment for, 556, 557e; integrated, 574–576; learning communities, 565, 567t–569t; project groups, 566, 567t–569t; relationship/task continuum of, 563fig–564 Online questionnaires, 292 Open Space Technology, 426, 451, 474 Open system planning, 101, 426–428 Open systems, 25 Open systems planning, 426–428 Operator culture, 373 Organization action planning. See Action planning Organization change, 21–23 Organization climate, 336 Organization Development and Consulting (Massarik and Pei-Carpenter), 318 Organization development evaluation model, 331fig Organization Development Network, 498 Organization dynamics model, 278 Organization-environment relationship: described, 421–423; model of, 422fig; open systems planning example of, 101, 426–428 Organizational culture: assessment of, 296e–297e; described, 24; elements of, 366–367, 423; four types of, 296e–297e; sub- cultures and, 366, 372–374. See also Culture Organizational Development Network, 499–500 Organizational feedback systems, 423 Organizational health, 278, 372–374 Organizations: assessing, 279, 281–295, 311; “build or buy” OD decisions by, 625–627; characteristics of four types of, 30, 31e; com- mitment-based, 425; criteria for building healthy, high performance, 278–279; funda- mentals of building successful, 280e–281e; introducing engagement and consultants to, 266–267; life cycle of, 629–631; matrix, 40_962384 bindex.qxd 2/3/05 12:22 AM Page 705 Organizations (continued) 430–431; model for assessing, 274–275e, 276; network, 428; organizational development of global, 467–489; P-CMM facilitation of soft- ware, 117; understanding prior to changing, 277–278 Origins of OD Time Line: action research, 95–96; appreciative inquiry, 96–97; early adopters of OD, 101–103; events shown in, 94–95; group dynamics, 97–98; illustration of, 94; interpersonal and individual skills, 98–100; Open System Planning, 101; systems theory and organizational change, 100 OSP (open systems planning), 101, 426–428 “Out of the box” thinking, 521 Outcomes: evaluation using measurable, 342; joint optimization to accomplish, 429; report- ing evaluation, 345 Outputs, 25 “Outstanding Employer of the Year” award (Fortune magazine), 528 P P-CMM (People Capability Maturity Model) approach, 116–117 Parmalat (U.K.), 478 Passive listings, 220 Paternalistic culture, 296e, 297 Pathfinder style, 261 PC (process consultation), 32–33, 407–408 PDCA (Plan-Do-Check-Act) cycle, 449 Pennsylvania State University, 444 Pepperdine University’s MSOD program, 142 Performance management systems, 423 Person-focused interventions: adaptive area of, 379fig, 380–381; functional/transferable area of, 379fig, 380; theoretical basis for, 378; work content area of, 379fig Personal change: accepting step in, 613–615, 614fig; ACM (active change model) for, 607–608fig; acting step in, 617fig–618; chang- ing step in, 618fig; describing step in, 612–613fig; perceiving step in, 609fig–612; questioning step in, 615fig–617; repeating the process, 618–619 Personal development: feedback as core ingre- dient in, 394–397; instrumentation role in, 397–400; interpersonal benefits of, 381–382; principles derived from T-group on, 385–386; three levels of, 379–381. See also Interventions Personal transformation, 393–394 Personality characteristics, 336 706 SUBJECT INDEX Personhood of consultant: art of the practi- tioner and, 604–605; getting to know your self, 598–601; how practitioners can get in their own way, 587–594; Irma Watson’s story, 584–585, 587; personal growth and practitioner effectiveness, 603–604; quest for self-awareness and self-understanding, 594–598; self as instrument in change, 585–586fig; to life (l’chaim), 602. See also OD consultants Persuader style, 261 PG&E (Pacific Gas and Electric Company), 564–565 PhoneCo case study, 524–525, 530 Planned change practice, 89 PM (performance management), 378 PMI (personal management interviews), 416 Polarity Management (Johnson), 94 Political resistance, 315 Porter Five Force Model, 512, 520 Position papers, 218–219 Power distance, 473 PPP (People-Performance Profile), 96 Practicability measurement requirement, 342, 343 Prayer, 601 Pre-launch: dilemma of, 239–240; elements of, 241–267; essence of, 240–241 Pre-launch elements: becoming oriented to client’s world, 244–246; contracting for work, working relations, and exchange, 257–266; establishing consultant’s compe- tence/credibility, 246–249; identifying clients and sponsors, 242–244; introducing engage- ment/consultants to larger organization, 266–267; listed, 241; preliminary diagnostic scan, 252–257 Predictive models, 345, 348 Predictive validity, 343 Preliminary diagnostic scan: of current state, 252–254; elements of, 252; of readiness, commitment, and capability, 255–257; of support, resistance, power, and politics, 254–255 Process consultation (PC), 32–33, 407–408 Process Consultation Revisited (Schein), 21, 32 Procter and Gamble, 102 Productive Workplaces (Weisbord), 92 Profitability evaluation measurements, 334–335 Project groups, 566, 567t–569t Projection, 611–612 Promotion as rewards, 431–432 Provocative propositions, 529 40_962384 bindex.qxd 2/3/05 12:22 AM Page 706 Psychological reactance, 315 Psychometric requirements of measurement, 342–343 Psychotherapy, 601 Q Qualitative evaluations, 344–345 Quality of Work Life, 102 Quantitative evaluations, 337–343 Questionnaire (HRD audit), 123–124 Questionnaires: assessments using, 289e, 291; live administration of, 303; online, 292 R Radio interviews, 219–220 Rainmaker attributes, 213e Real Time Strategic Change, 294 Referrals, 224 Relationship infrastructure, 381 Relationship/task continuum, 563fig–564 Reliability, 342, 343 The Renewal Factor (Waterman), 441 Research Center for Group Dynamics, 92 Resistance: as sense of loss, 314–315; types of, 315–316 Reward-system intervention, 431–432 Rider University, 561–562, 565 S SACU (South African Customs Union), 469 SAFI (Self-Awareness through Feedback from Instructions), 398, 400 SBC Communications, 565 “Schmidt” (pig iron loader), 85 Science Education and Literacy Center (Rider University), 561–562 Scientific management, 83, 85 Scorecards, 116, 126e, 345 The Search Conference, 294, 517 Secondary data analysis (HRD audit), 124 Self: getting to know your, 598–601; hidden, 590; Johari Window and, 587–588fig, 590, 599, 600–601; as laboratory for learning, 603; looking inward to one’s, 600–601 Self-as-instrument model, 585–586fig Self-awareness quest, 594–598 Self-doubt, 589–590, 598 Self-esteem, 589 Self-managed work teams, 86–87, 90–91 Self-mastery competency, 158, 159 Self-organizing in human systems, 544–547 Self-understanding quest, 594–598 Self-worth, 589 SUBJECT INDEX 707 Sensitivity training, 97, 600 Separation phase: case example of, 354–356; dependence by OD and, 357; described, 51, 354; determining next steps following, 358–359; process of, 356; psychological issues during, 357–358 September 11, 2001, 189, 651 Seven Habits of Highly Effective People (Covey), 380 Shame, 614 Six box model, 278 Six Sigma, 317 Skills. See Competencies Small-group training, 89 Social architecture, 566, 570fig, 576–579 The Social Psychology of Organizations (Katz and Kahn), 100 Social responsibility, 478–479 Society for Industrial and Organizational Psy- chology, 475 Socio-technical consulting, 90–91 Soft measures, 333 SPC (statistical process control) improvement effort, 53 Speaking engagements, 220, 222 Special Forces, 653 Speed of life, 648–651 Sponsors, 25, 242–244 Stabilizer style, 261 Stakeholders: action planning involvement by, 299–300; described, 25 Standardized survey, 341e State Bank of India, 114 Statement Development Package Website, 504 “A Statement of Values and Ethics by Profes- sionals in Organization and Human Systems Development” (Gellermann, Frankel, and Ladenson), 498, 500, 501–503 Stranger T-groups, 27 Strategic HR framework approach, 115 Strategic learning, 520–521 Strategic relating, 522–523 Strategic visioning, 518–520 Strategy: appreciative inquiry summit, 523–530; challenging the traditional DAD, 513–514; developing a change, 303–304, 309–310; four requirements of, 304fig; lessons learned from appreciative approach, 530–533; moving from deficit orientation to appreciation, 514–516; moving from goal set- ting to strategic visioning, 518–520; moving from small groups to whole systems, 516–518; moving from strategic planning to 40_962384 bindex.qxd 2/3/05 12:22 AM Page 707 Strategy (continued) strategic learning, 520–521; moving from strategic thinking to strategic relating, 522–523; research related to appreciative inquiry, 534e–535e; reshaping, 511–513 Strengths (blindness to one’s), 590–591 Stress, 648 STRIPES, 390–391 Structural-design intervention, 430–431 STS (sociotechnical systems) intervention, 429 Sub-Saharan African countries, 469 Subcultures, 366, 372–374 Subsystem, 25 Sullivan/Rothwell change model: marketing phase of, 59; overview of, 57–58fig; pre- launch phase of, 59–60; transformative launch phase of, 61, 63–74 Sullivan/Rothwell change model launch phase: act phase of, 68–70; competencies required for SPAR model, 72–73; competencies used during, 61; plan phase of, 65–68; re-act phase of, 70–72; scan phase of, 64–65; sepa- ration phase of, 73–74; SPAR model used during, 63–64 Support groups, 600 Survey Research Center (University of Michi- gan), 30 Survey-feedback-based skill development, 99–100 Surveys: comparison of customized vs. stan- dardized, 341e; to determine satisfaction with team meeting process, 339e–341e; used in evaluation, 337–341e; research using, 30–31; sample items from OD Process Satis- faction, 338e SWOT analysis, 513, 520 Synchronous tools, 572t, 574–576 Systems: comparing behavior of non-systems and, 28e–29e; conditions for self-organizing in human, 544–547; defining, 25; dynamics of human, 539–548; expanding self-organiz- ing capacity of, 533; living, 20; model of, 26fig. See also Whole system transformation Systems Four method, 96 T T-groups: birth of the, 87–88; cognitive disso- nance and, 384; development of the, 378, 382–383; group dynamics of, 97–98; group dynamics-humanistic psychology focus on, 403–404; learning about self through, 600; limitations of, 385; as person-centered inter- vention, 382–386; personal development 708 SUBJECT INDEX principles derived from, 385–386; role in OD work, 383; stranger, 27. See also Teams TA (Transactional Analysis), 378 Tavistock Institute (London), 91, 97, 367, 444 Tavistock method, 89–92 Tavistock Sociotechnical Systems, 31–32 Teaching/marketing strategy, 225 Team building: checklist for, 411e–412e; described, 27; follow-up activities to, 416; future of, 418–419; inter-group, 415–416; interventions for, 474; OD time line on devel- opment of, 98; process of, 410–414; training and, 414–416 Team meeting process survey, 339e–341e Team-building consultants, 417–418 Teams: change, 310; composition of, 406; con- flict within, 409; dimensions to critique effectiveness of, 404–405; organizational context of, 405–406; self-managed work, 86–87, 90–91; small-group training of, 89; stages of development, 406–407; understand- ing dynamics within, 404–405. See also T-groups Technical architecture, 566, 570, 571t Technology: aligning values of OD and, 552–553; as catalyst for change, 559–561; changing, 12; Cooperrider’s view of, 558; enhancing organizational knowledge/learn- ing through, 562–563; examining OD and impact of, 550–551; experts on value/appli- cation of, 182; future of OD and, 579–580; impact on global OD by changing, 475, 482–483; the new imperative of, 551–552; Open Space, 426, 451, 474; possibilities for positive change through, 558–563; promise of, 554–555; synchronous and asynchronous tools of, 572t–576 Television interviews, 219–220 Terrorism, 482 Theory: appreciative inquiry based on, 452; transformation guided by, 450–452 Theory X, 92–94 Theory Y, 92–94 Third Force (or Humanistic) Psychology, 83 Third-party endorsements, 224 Three C words (caring, contribution, creativ- ity), 654–655 360-degree feedback, 99 The times we live in: coping with, 653–654; dealing with fear, 651–653; dealing with speed and overload, 648–651; dealing with stress, 648; how are you being changed by, 647–653; three C words (caring, contribution, 40_962384 bindex.qxd 2/3/05 12:22 AM Page 708 and creativity), 654–655; what disturbs you about, 646–647 Total Quality Management, 102 Trade association leadership, 224–225 Trade associations, 221e, 222 Traditional action research. See Action research (traditional) change model Training: adventure, 474; defining, 33; labora- tory, 27, 30; sensitivity, 97, 600; small-group, 89; using T-group as intervention, 382–387; team building and, 414–416 Transactional Analysis, 83 Transformation process, 25 Transformational change, 23 Transformative vs. change, 62e Transitional change, 23 Transnational corporations: adaptation to local and national cultures, 484; mergers, acquisi- tions, and joint ventures between, 484; national policies affecting, 484–485; power and role of, 483–484; selection of OD consul- tants by, 483; world view of, 481fig. See also Global organization development Triple Impact Checklist and Matrix, 478 TRW Systems, 98, 101, 102 “Turf protection,” 316 Type Talk (Kroeger and Thuesen), 598 U UCLA’s Executive Development Program, 97 U.N. Global Compact (2003), 479 Unanticipated consequences, 316–317 Uncertainty avoidance, 473 Unconditional positive question, 531–532 Unconscious automatic tendencies, 381 “Unfreezing-change-refreezing” model, 530 Universal values, 477 U.S. Navy case study, 525–526 V Validity, 342, 343 Value proposition: comparing good and bad, 212; determining your, 211; identifying mar- ket need, 212; identifying your competencies, 212; identifying your passion, 212–214; “Mer- cedes-Benz Syndrome” and, 234; three areas/four conditions for value, 214fig Values: aligning technology with OD, 552–553; clear boundaries provided by, 497–498; four dichotomies of dealing with universal, 477; four variables of cultural social interaction/ SUBJECT INDEX 709 work-related, 473; globalization and new system of moral, 479–480; of OD and HSD, 496–508; transformation as shaped by, 452–453; U.N. Global Compact (2003) encouragement of, 479. See also Ethics W Walk around approach, 474 The Wall Street Journal, 650 Weatherhead School of Management (Case Western Reserve University), 498–499 Websites: AI (appreciative inquiry), 556; ASTD, 380; coach federation, 389; on collab- orative tools/technologies, 571t; Gartner Group, 566; Global Integrity Leadership Group, 395; Hewlett-Packard, 554; learning networks supporting shared learning, 546; used as marketing strategy, 222–224; Meta- Network, 551; NTL-LABS, 383; ODN (Organi- zational Development Network), 3; for online questionnaires, 292; SBC Communica- tions, 565; Statement Development Package, 504; the Well, 551 The Well virtual community, 551 Western Behavioral Science Institute, 88, 99 White papers, 218–219 Whole Scale Change, 517 Whole system transformation: five truths of, 445fig–453; future of, 453–454; moving from strategy of small groups to, 516–518; origins of OD in relation to, 443–445; overview of, 440–442. See also Systems Whole system transformation truths: integrated view of, 445fig; transformation connects all things within/around the system, 446–447; transformation is clearly purposeful, 447; transformation is a dynamic journey, 448–450; transformation is guided by theory, 450–452; transformation is shaped by values, 452–453 Wholeness, 440 WLP (workplace learning and performance), 2, 34, 565 Word of mouth marketing, 224 Work content area, 379fig Working relations contracting, 259–263 Worksheet for Reflecting on Your Assumptions (about change), 11e Workshop (HRD audit), 123 World Trade Center rebuilding proposals, 483 World Wide Web, 552 WTL, 97, 98 40_962384 bindex.qxd 2/3/05 12:22 AM Page 709 NAME INDEX A Abrahamson, E., 423 Achrol, R., 428 Ackerman, L., 77 Adams, J. D., 91, 138 Akaraborworn, C. T., 474 Al-Kazemi, A. A., 14 Alban, B. T., 4, 81, 83, 94, 184, 294, 426, 443 Allee, V., 551 Anderson, D., 13, 14, 17, 23, 55, 77, 611 Anderson, L. A., 13, 14, 17, 23, 55, 611 Anguita, J., 5, 467 Annan, K., 479 Applebaum, S. H., 15 Aragyris, C., 20 Arena, M., 453 Argyris, C., 68, 185, 259, 318, 322, 367, 452, 621 Armenakis, 169e Armstrong, T., 138 Asankanov, A., 481 Ashkenas, R., 278, 433, 552 Ashton, C., 433 Atkins, S., 89 Atlee, T., 470 Attaran, M., 433 Axelrod, D., 517 Axelrod, E., 444, 450 Axelrod, N. N., 434 Axelrod, R., 444, 450 B Bader, G., 261 Baker, M. N., 5, 467, 478 Baldwin, J., 595 Bamforth, K., 90 Barko, W., 429 Barr, P. S., 522 Barrett, F. J., 5, 52, 96, 510, 515, 523, 524, 531 Barros, I. O., 426 Bartlett, C., 431 Baumgartel, H., 517 Beckhard, R., 18, 19, 40, 100, 102, 139, 167e, 168, 185, 256, 274, 295, 297, 313, 327, 367, 427, 443, 468, 469, 486, 495 Beer, M., 167e, 322 Bell, C. H., Jr., 19, 42, 103, 168e, 242, 249, 252, 261, 317, 318, 323, 357, 514 Bellman, G., 260 Benne, K., 27, 91, 139, 378, 410 Bennis, W. G., 18, 20, 91, 167e, 185, 367, 522, 621 Berg, 49 Berman, B., 115 Berne, E., 83, 378 Berr, S., 552, 579 SS 40_962384 bindex.qxd 2/3/05 12:22 AM Page 710 . survey-feedback-based skill devel- opment, 99–100; T-group, 87–88; 360-degree, 99; traditional action research model on assessment and, 47–48 Feedback and Organization Development: Using Data-Based. 21–23 Organization climate, 336 Organization Development and Consulting (Massarik and Pei-Carpenter), 318 Organization development evaluation model, 331fig Organization Development Network, 498 Organization dynamics. 296e–297e; sub- cultures and, 366, 372– 374. See also Culture Organizational Development Network, 499–500 Organizational feedback systems, 423 Organizational health, 278, 372– 374 Organizations: