Practicing Organization Development (A guide for Consultants) - Part 67 pptx

... addi- tion to the achievement of a pre-stated goal. Usually contrived—undertaking a desert expedition, for example—this type of learning method offers an engaging means for participants to demon- strate ... method for focusing specifically on his or her own behav- ior. Instruments also are used to obtain information that will serve as a basis for change and to assist in workforce plann...

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... known for her co-invention of whole-scale-change methodolo- gies and especially for her belief in empowerment. Peter says: “A core strategy for building emotional commitment to implemen- tation ... AM Page 63 62 PRACTICING ORGANIZATION DEVELOPMENT, 2ND EDITION Exhibit 2.2. Distinctions Between Organization Change and Transformation Change Transformation • Single-loop learning (ad...

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... roadmap for the issues to consider when launching a change effort. He labels it tactical because of his belief that most change efforts fail in execution. 74 PRACTICING ORGANIZATION DEVELOPMENT, ... organizational change and develop- ment. Vol. 1. Greenwich, CT: JAI Press. French, W., & Bell, C., Jr. (1990). Organization development: Behavioral science inter- ventions for org...

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... are several: • Organization development is a long-term effort led and supported by top management, to improve an organization s visioning, empower- ment, learning, and problem-solving processes, ... thought and action in organizations (pp. 129–169). San Francisco: Jossey-Bass. French, W.L., & Bell, C.H. (1999). Organization development: Behavioral science interven- tions for org...

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... motivation of the workforce. It is intended to help the software organizations to (1) characterize the matu- rity of their workforce practices; (2) guide a program of continuous workforce development; ... their workforce practices. The P-CMM focuses on improving practices related to the work envi- ronment, communication, staffing, managing performance, training, compen- sation, competency...

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... companies: Post-Audit Scenario: Organization 1. Soon after the audit, the management held a number of meetings and a final action plan was formulated. Although 128 PRACTICING ORGANIZATION DEVELOPMENT, ... in your organization? • What do you think are the ways in which line managers can per- form more development roles? 3. Workshop. In some cases, large-scale workshops are substitute...

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... of Instill responsibility for followthr ough change (3) change Involve participants so they begin to own the process Be comfortable Be comfortable 2 Be comfortable Perform effectively in an atmosphere ... conduct transorganizational development Demonstrate ability to conduct community development Consider creative alternatives (?) Create an Participatively 5 Participatively Co-create...

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... practice OD. For some that will mean deep therapy; for others, a T-group experience will be amazingly insight- ful; and for still others, journaling will represent a profound journey into self- awareness. ... in part, the extent to which these valued outcomes are achieved. If practitioners unconsciously position themselves as experts, inappropriately substitute self- development for...

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... 399 Exhibit 15.1. Sample Executive Development Assessment Executive Development Intensive Pre-Work Assessment Tom is about to participate in an Executive Development Intensive. Part of that experience involves ... experiences. An OD con- sultant, if one is available, provides guidance. 398 PRACTICING ORGANIZATION DEVELOPMENT, 2ND EDITION 22_962384 ch15.qxd 2/3/05 12:23 AM Page 39...

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... manage- ment and reinforced by the team-building meetings, many of the front-line man- agers began to understand the need for a cultural change in the organization and its implications for their ... single-loop learning of apply- ing a team model to their own working situation led to double-loop learning about the nature of the front-line manager’s role. In one session a front-line man-...

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... engage- ment with the organization. Internals, however, must know how to maneuver within the organization and abide by all the organization s norms, protocols, cus- toms, and formal and informal ... impor- tant for the internal to understand the organizational culture. The internal prac- titioner, however, gathers this information piece by piece, often over extended periods. This deep o...

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