Contents -- List of Figures -- Foreword -- Acknowledgements -- Introduction -- Part one An OD practitioner's guide to OD -- 01 What is OD? A brief history -- The goals, characteristics and definition of Organization Development -- A brief history of OD -- Critical founders who shaped the OD field -- How the field got its name -- Values that have informed OD practice -- The role of the OD practitioner -- Summary -- 02 A theory overview -- What are our practice building blocks? -- The relationships between theory and research -- Five core theoretical bases that shape OD practices -- Methodological/practical implications of the theoretical perspectives -- Summary -- 03 The OD cycle and the entry and contracting phase -- Overview of the OD consultancy cycle - six key components -- Phase one: Entry - initial contact -- Phase two: Contracting -- Summary -- 04 The diagnostic phase -- What is diagnosis in OD? What are the wider aims for the diagnostic process? -- Summary of the tasks and skills required by the diagnostic process -- A political consideration in managing the diagnostic phase -- An outline of the different kinds of data you may need -- Data collection methods and how to ensure that the data collection process achieves your aims -- Data analysis - how to join different data together -- Data feedback and action planning -- Summary -- 05 The intervention phase -- Definition of intervention and the key criteria of OD intervention -- Summary of the tasks and skills required in intervention -- Cross-dimensional design of intervention - review of the three 'cubes of intervention' frameworks -- Levels and types of interventions -- Summary of cross-dimensional checklist based on concepts from the three cubes, levels and types of intervention -- Building an intervention strategy - construction of criteria for effective intervention design -- Summary.

06 The evaluation phase -- What is evaluation and what are metrics? -- Summary of the tasks and skills required for evaluation -- OD perspectives on evaluation - evaluation in the OD cycle of work -- How to build the culture of evaluation as an integrated part of our OD work -- What does one measure and how? -- The practicalities of estimating return on investment -- Postscript: The value an internal OD department can offer an organization -- Summary -- 07 The Organization Development practitioner -- The roles and tasks of OD practitioners -- The concept of 'self as instrument' -- The competence profile of the OD practitioner -- The development journey that OD practitioners should engage in -- The practice trademarks of OD -- Summary -- 08 Power and politics and Organization Development -- What do we mean by power and politics? Why are they relevant for OD practitioners? -- Two faces of power - the work of McClelland -- How power dynamics work within the organization - four theorists -- The application of the use of power in three key OD activities -- Using personal power more effectively to achieve greater impact -- Summary -- 09 The future of OD -- A review of literature on OD's future -- A proactive strategy to build a future for OD -- Final questions for you, as you form part of OD's future -- Part Two HR in relation to OD: Practice examples -- 10 HR in relation to OD -- Why is it important that HR 'gets' OD? -- HR's own change journey -- The expanding HR agenda -- Which of these activities require an OD frame? -- How can HR and OD work together? -- Conclusion -- 11 Organizational design -- What is organizational design? -- Challenges for the business -- The changing field of ODS -- The Star Model -- An HR/OD approach to designing organizations -- 12 Culture change -- Defining culture -- Challenges of culture for the business and HR.

About culture change -- HR's role in developing cultures -- HR's role in integrating cultures -- HR's role in changing cultures -- Conclusion and culture change checklist -- 13 Managing transformational change -- A turbulent backdrop -- Defining transformational change -- What we know about profound change -- The people aspects of change -- What is required of HR in managing change? -- HR leading from the front -- Conclusion: HR's role in building change capability -- 14 Developing effective leadership -- Defining leadership -- Challenges facing leaders -- Challenges facing HR/OD -- Growing tomorrow's leaders -- Leadership implications of the new terrain -- Conclusion: Crafting a leadership development strategy -- Postscript -- People and organization -- Create great places to work -- Consciously develop a change-able culture -- Encourage learning and experimentation -- Stimulate people to perform brilliantly -- Manage change -- Build healthy and ethical organizations -- Build effective leadership -- Act now for a better future -- Be the change you want to see -- References -- Index.