Practicing Organization Development (A guide for Consultants) - Part 73 pdf

... 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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... 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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... OD efforts and plan future actions before, during, and after assessments to provide excellent information for eval- uating the results of OD efforts. This purpose, of course, favors well- planned ... information that results in a merger, inter -organization effort, or cross-cultural project being successful; • The elation and value that come from discovering through an assess- ment that ef...

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... consider where to house the organization s data. Many organizations keep their information decentralized. In some cases, infor- mation is kept from other parts of the organization. Creating a whole ... increase in cus- tomer intention-to-return. This 3 percent increase in customer intention-to-return may then lead to a 4 percent increase in actual customer retention and a 2 per- cent increa...

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... by trying things out, and to trans- form itself continually; • The encouragement of both intra-organizational and boundary-span- ning (for example, outside the organization) dialogue; • The tolerance ... (2002). Organization development and the bottom line: Linking soft measures and hard measures. In J. Waclawski & A.H. Church (Eds.), Organization development: A data-driven appro...

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... Not every organization is ready for T-groups; • T-groups seem to work best with a minimum of eight and a maximum of twelve participants—which raises the cost-effectiveness question, espe- cially ... Mentoring Ironically, the deeper the personal development goes in a mentoring relation- ship, the more risky it becomes. Above-the-waterline conversations are safer for both parties. Neith...

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... mod- els for large-system, 433; organization, 21–23; reasons for failure of, 15–16; reasons for rapid pace of, 13–14; self as instrument in, 585–586fig; six key trends in, 12–13; strategy for, ... inquiry, 532–533 Clearinghouse for Information About Ethics and Values in Organization and Human Sys- tems Development, 498 Cleveland Clinic Foundation, 96 Client-consultant relationshi...

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