Cover -- Title Page -- Copyright -- Contents -- The Editors -- Section 1 The Changing World of Human Resources -- Introduction -- 1. The Role of Organization Development in the Human Resource Function -- 2. Organization Development and Human Resources Management -- Section 2 Consulting and Partnership Skills -- Introduction -- Facilitation and the Consulting Process -- The Core Skills Needed in Consulting on Process Issues -- The Client-Consultant Relationship -- The Consultant as Person -- Partnerships Among the HR Business Partner, Leadership, Staff, and an Internal or External OD Consultant -- 3. Facilitation 101 -- 4. Action Research: The Anchor of OD Practice -- 5. The Organization Development Contract -- 6. The Seven Deadly Sins of OD Consulting: Pitfalls to Avoid in the Consulting Practice -- 7. Notes Towards a Better Understanding of Process: An Essay -- 8. The Consultant as Process Leader -- 9. Working with the Client-Consultant Relationship: Why Every Step Is an "Intervention" -- 10. Who Owns the OD Effort? -- 11. Unraveling the "Who's Responsible?" Riddle -- 12. Rules of Thumb for Change Agents -- 13. If I Knew Then … : An Essay -- 14. Who Is the Client Here?: On Becoming An OD Consultant -- 15. An Inner Blueprint for Successful Partnership Development: Putting a Relationship to Work -- 16. Reflections on a Cross-Cultural Partnership in Multicultural Organizational Development Efforts -- Section 3 Use of Self as an Instrument of Change -- Introduction -- Use of Self: Our Instrument of Change -- The Mental Realities We Build -- Ethical Leadership -- Covert Processes -- 17. Managing Use of Self for Masterful Professional Practice -- 18. Personal and Organizational Authority: Bringing the Self into a System of Work Relationships -- 19. Diversity, Inclusion, and the Ladder of Inference -- 20. Mindfulness and Experiential Learning.

21. Generative Conversations: How to Use Deep Listening and Transforming Talk in Coaching and Consulting -- 22. Diversity and Social Justice: Practices for OD Practitioners -- 23. Racism in the Workplace: OD Practitioners' Role in Change -- 24. Quadrant Behavior Theory: Edging the Center the Potential for Change and Inclusion -- 25. Ethical Leadership and OD Practice -- 26. Diagnosing Covert Processes in Groups and Organizations -- Section 4 Thinking Systemically and Strategically -- Introduction -- Systems Thinking: The Connectedness of Everything -- An Evolving Understanding of Systems Thinking -- Designing Organizations -- Culture -- Organic/Open Systems Models -- Complex Adaptive and Dialogic Approaches -- 27. General Systems Theory: What is it? Is There an Application Example for OD? -- 28. Gestalt OSD and Systems Theory: A Perspective on Levels of System and Intervention Choices -- 29. Towards a Behavioral Description of High-Performing Systems -- 30. Chaos and Complexity: What Can Science Teach? -- 31. The Postmodern Turn in OD -- 32. Corporate Culture -- 33. Trauma and Healing in Organizations -- 34. Diversity and Inclusion as a Major Culture Change Intervention -- 35. Organizational Circulatory Systems: An Inquiry -- 36. Organic Organizational (Org2) Design -- 37. Participative Design: An Overview -- 38. Creating the Complex Adaptive Organization: A Primer on Complex Adaptive Systems -- 39. Incorporating Social Network Analysis into Traditional OD Interventions: A Case Study -- 40. Appreciative Inquiry and Positive Organizational Scholarship: A Philosophy of Practice for Turbulent Times -- 41. Creating Change by Changing the Conversation -- Section 5 Employee Engagement -- Introduction -- Working Out: Building Strength Through Employee Engagement -- One Plus One Equals Four Star Performance: Engaging in Collaboration.

Lights, Camera, Action: Close-Ups of Engagement -- 42. A Brief and Provocative History of Participation -- 43. Employee Engagement and OD Strategies -- 44. The Identity Effect: How Identity-Based Management Drives Employee Engagement and Business Performance -- 45. Will Employee Engagement Be Hijacked or Reengineered? -- 46. The Power of Interactive Collaborative Designs -- 47. Creating a Culture of Collaboration in a City Government -- 48. Employee-Led Organizational Change: Theory and Practice -- 49. The Politics of Implementation: The Importance of Building Consensus Around Employee Performance Management -- 50. Interest-Based Problem Solving: Foundation of a Labor and Management Partnership -- Section 6 Change Management -- Introduction -- Change by Any Other Name: Kinds of Change -- What Now? Understanding Change from the Change Recipient's Viewpoint -- How to Make Them Sit Up and Take Notice: The Successful Change Agent -- Special Topics -- 51. Awake at the Wheel: Moving beyond Change Management to Conscious Leadership -- 52. The Tao of Change Redux -- 53. Improving Change Implementation: Practical Adaptations of Kotter's Model -- 54. Change from the Employees' Perspective: The Neglected Viewpoint -- 55. Resistance in Organizations: How to Recognize, Understand, and Respond to It -- 56. Appreciative Inquiry: Debunking the Mythology Behind Resistance to Change -- 57. Utilizing States of Organizational Readiness -- 58. Developing Organization Change Champions: A High Payoff Investment! -- 59. The Role of Leadership in the Management of Organizational Transformation and Learning -- 60. Change Mastery, Simplified -- 61. Backcasting: A Systematic Method for Creating a Picture of the Future and How to Get There -- 62. Using Action Learning for Organization Development and Change.

63. Strategic Change Consulting: How to Leverage Your Work at the Enterprise Level -- 64. The Executive Perspective on Mergers and Acquisitions -- 65. An Appreciative Inquiry Into the Factors of Culture Continuity During Leadership Transition: A Case Study of LeadShare, Canada -- Section 7 Globalization, Cross-Cultural Interaction, and Virtual Working Arrangements -- Introduction -- Creating Global Glue and Alignment -- Leadership -- Consultant Role -- Community and Sustainability -- Communication in Global Enterprises -- 66. Global Glue and the Case Study of Fonterra -- 67. Organizational Development's Role When Going Global -- 68. Implementing a Global Corporate Strategy: The Role of Organization Development -- 69. Socio-Economic Approach to Management: A Successful Systemic Approach to Organizational Change -- 70. Business as an Agent of World Benefit: A Worldwide Action Research Project Using Appreciative Inquiry -- 71. Leadership Connectivity: Building Global Partnerships -- 72. Global Leadership: A Virgin Landscape for OD Practitioners in the Vanguard -- 73. The Core Value of OD Revisited: A Compass for Global and International Organizational Development -- 74. OD: Dancing in the Global Context -- 75. Organization as Community: What We have to Learn from the Maasai about OD -- 76. Creating High Impact Organizations in the SADC: Adapting OD Methods and Practices -- 77. Addressing the Global Virtual Competency Gap -- 78. OD 2.0: Shifting from Disruptive to Innovative Technology -- About the Contributors -- Index.