Preface to the Second Edition -- Preface to the First Edition -- Contents -- Contributors -- Six Orientations for the Reader -- Development, Transition, or Transformation -- Selecting and Energizing a Team -- Managers and Project Leaders Conducting Their Own Action Research Interventions -- Linking Measurement to Motivation -- The Consulcube -- Consultation in Schools as Organizations for Learning -- Five Stages for Self-Evaluating Organizations -- Preventing Regression in Team Building -- The Psychological Contract -- Models of Development and Issues They Raise for Consultants -- Operating Systems Interventions -- American Quality -- Team Building and Its Risks -- Using the Search Conference Technique for Team Socialization and Strategic Planning -- Conceptual and Consulting Aspects of Stakeholder Theory, Thinking, and Management -- Preentry Issues Revisited -- Applying Action Research to Public Sector Problems -- Using Large System Designs and Action Research to Develop Interorganizational Networks -- Perceiving, Evaluating, and Responding to Change -- Making Teams Work -- Sociotechnical Systems Consultation -- Performance Appraisal Techniques and Applications -- Managing Organizational Conflict -- A Two-Phase Planning Process for Managing Change in Organizations -- Micro and Macro Perspectives on Gain Sharing -- Goal-Setting Programs -- Enlivening Developmental Relationships -- Strategies for Organizational Transition -- Organizational Effectiveness and Development at Different Stages of Growth -- Sexual Harassment -- A Statement of Values and Ethics by Professionals in Organization and Human Systems Development -- Issues in Ending Consultancies -- Alternative Models for Structuring Work -- Aspects of "Executive Constellations3 That Can Trouble Consulting -- Balance as a Useful Metaphor for Consultation and Fly-Fishing, Too.

Burnout as a Focus for Consultants -- Career-Planning Design -- Competence via Regenerative Systems -- Contextual Specificity in Consultation -- Continued Employability -- Demotion Design -- Diversity as Shining Goal or Sham? -- Easing the Rigors of Mergers -- Features of Energizing Data -- Fine-Tuning Appreciative Inquiry -- Flexi Time and Employee Control Over Work -- Giving Effective Feedback -- Group Norms as Levers for Consultants -- Humans as Need-Fulfilling -- Lessons from Downsizing -- Managerial Responses to Transitions in Adult Development -- Managing Transitions -- Model This, Model That -- Musings About Transformation -- Organization Cultures via Distinguishing Assumptions -- Organizational Development in the Family -- Organization Stages and Consultant Choice Making -- Perspectives on My Consulting Practice -- Process and Structure as Central in Total Quality Management -- "Promise Not to Tell" -- Psychological Contracts at Work -- Resilience and Change at Three Levels -- Risking Consultative Relationships to Stay Really Alive -- Role Analysis Technique -- Role Negotiation as a Controlling Design -- Sensing Groups in Consultation -- Sociopathology in Today's Organizations -- Stakeholders in Consultation -- Success Rates in Planned Change -- The Dominant Intervention Theory and Its Selected Shortfalls -- The Intervenor's World -- Three Models of Learning -- Toward a Process Orientation -- Town Meeting as a Super-Optimum Solution in a Cutback Mode -- Vision or Core Mission -- Voluntary Organizations -- Confrontation Design -- Third-Party Consultation -- High-Performing Teams -- Quality of Work Life for Consultants -- The Interview as a Consulting Tool -- The Perils of Intensive Management -- Facilitating Organizational Change Through Survey/Feedback and Implementation -- Approaches to Organizational Needs Assessment.

How Consultants Can Anticipate and Trigger Group Development -- Productivity and the Quality of Work Life -- Forecasting the Future -- Project Management for Organizational Consulting -- How to Give Meaningful Praise -- Managing the Older Worker -- Emotions and Consultancy -- Knowing and Surfacing Organizational Culture -- Cross-Cultural Perspectives -- A Model for Negotiation -- Organizational Innovation as the Management of Interdependencies in Networks -- Downsizing as a Mode of Organizational Change -- Ethical Issues in Organizational Consultation -- Essential Competencies for Internal and External OD Consultants -- Organizing in the Knowledge Age -- An Intersection -- A Typology of Change Programs -- Group Support Systems -- Privacy -- Organizational Change as Applied Art -- Process Consulting Guidelines for Development Assistance, with Case Study -- Techniques for the Management of Organizational Change -- The Production of Usable Knowledge -- Process Consulting in a Content Field -- A Burnout Workshop -- Burnout in Organizational Consultation -- Managing Organizational Change -- Employee Assistance Programs and Workplace Consultation -- Tailored Management Development as a Vehicle for Strategy Implementation -- Models of Consultation -- Time Management Hints -- Creating the Learning Organization -- Creating Work Cultures with Competitive Advantage -- Essential Differences Between Traditional Approaches to Consulting and a Collaborative Approach -- Self-Awareness -- Values, People, and Organizations -- Defective Group Decisions -- Roles in Group Development -- Strategic Planning -- Culture-Focused T Group -- Consulting as Empowerment -- Critical Factors in Team Success -- Rethinking Organization Development for the Learning Organization -- Developing Effective Community Groups -- Using Success as a Framework for Community-Based Needs Assessment.

Author Index -- Subject Index.