Cover -- Research in Organizational Change and Development -- Copyright page -- Contents -- List of Contributors -- Preface -- Choice Points: The Making of a Scholar-Practitioner -- Choice Points -- Learning from Choices Made -- Chapter Purpose -- Early Choices and Learning -- Learning from the Teen-Age Years -- The College Years -- Learning from the College Years -- The U.S. Army Years -- Learning from the Army -- Graduate School at the University of Texas -- Key Learnings from Graduate School -- Being an Assistant Professor of Psychology -- Learning from my Initial Professoriate -- Eight Years with NTL -- Learning from the NTL Years -- The Neutral Zone of 2 Years -- Learning from the Neutral Zone Years -- The Clark University Years -- Learning from the Clark Years -- The Final Move to Teachers College, Columbia University -- Learning from the Teachers College, Columbia University Years -- Conclusion -- Acknowledgment -- References -- Evolution of a Parallel Learning Mechanism: Thirty-Five Years with the Kaiser Permanente Communications Forum -- Introduction -- The Emergence of Participatory Action Research and Collaborative Management Research -- Inside Researcher and Outside Researcher Teams -- Organizational Learning and Learning Mechanisms -- Methods -- The Kaiser Permanente Medical Care Program and Pharmacy Operations -- History of Participatory Action Research at KPMCP -- The Communications Forum -- The RCF Learning Mechanism in Action at Two Points in Time: A Case Study -- Intervention One: Outpatient Computers, 1980-1981 -- Intervention Two: Enterprise Pharmacy Information Management System -- Forum Representation, Roles, and Relationships -- Main Internal Client Role -- The Outside Researcher/Consultant's Role -- Forum Representative Roles -- The Internal and External Researcher Roles in Clinical Inquiry -- Part One Interviews.

Part Two Interviews: Susan Mohrman Interviews Valerie Marocco and Michael Stebbins -- Part Three of Interviews: Michael Stebbins and Judy Valenzuela Provide an Update of the 2006-2014 Evolution of the Forum as... -- Discussion -- Management Team Support and Pre-Understanding -- Insider/Outsider Teamwork -- Role Duality and Related Issues -- Failure to Deal with the Political System -- Difficult Conversations -- The Parallel Learning Mechanism as a Design Option -- Conclusion -- References -- The Role of Personality in Organization Development: A Multi-Level Framework for Applying Personality to Individual, Team, ... -- Introduction -- Foundational and Historical Underpinnings -- The Context of Personality in I-O Psychology -- The Context of Personality in Organization Development -- The Emergence of Personality in Leadership Assessment and Development -- The Changing Nature of Leadership -- The Rise of Executive Coaching -- 360-Degree Feedback for Assessment -- Leader Derailment -- Identification of High-Potentials -- A Multi-Level Framework for Applying Personality in OD -- Micro Development (A1): Individual Feedback for Self-Awareness and Growth -- Case Example: Individual Coaching -- Micro Decision-Making (B1): Individual Assessment for Talent Management -- Case Example: High-Potential Identification and Accelerated Development -- Meso Development (A2): Team Dynamics for Cohesiveness -- Case Study: Using Personality in a Team Setting -- Meso Decision Making (B2): Team Composition for Effectiveness -- Case Example: Building the High-Performing Leadership Team -- Macro Development (A3): Culture Analysis for Change -- Case Example: Using Aggregative Data to Profile the Current and Desired Culture -- Macro Decision-Making (B3): Conducting Cultural Assessment for Fit -- Case Example: Due Diligence for the Acquisition of a Start-Up Company.

Summary and Integration -- Implications -- Conclusion -- References -- Sensemaking in Collaborative Management Research: Insights from an Italian Social Cooperative -- Introduction -- Collaborative Management Research -- Sensemaking in Human Cognition -- Theoretical Framework -- Organizational Change at Attento -- Attento ONLUS Social Cooperative - Background -- The Collaborative Management Research Initiative -- Phase 2. The Collaborative Design of the Corporate Governance -- The Outcome of Collaboration at Attento -- Discussion -- Cognitive Processes of Sensemaking and Collaborative Management Research -- Communities of Practice and Collaborative Management Research -- Relationship Building and Collaborative Management Research -- Cognitive processes of sensemaking, communities of practice, and relationship building -- Conclusions -- Notes -- References -- Operational Practices and Archetypes of Design Thinking -- Introduction -- Design Thinking in Organization Development -- Organization Design -- Design in Sociotechnical Systems -- Design in Systems Thinking -- The Origins of Design Thinking -- Herbert Simon and the Science of Design -- Need for Research -- Methodology -- Phases of the Research Process -- Operational Practices of Design Thinking -- Survey Instrument Development -- Quantitative Phase -- Qualitative Phase -- Findings -- Quantitative Research Findings: Descriptive Data Analysis Results -- Quantitative Research Findings: Inferential Data Analysis Results -- Cluster 1: High Comprehensive Solutioning -- Low Analytical Prototyping -- Cluster 2: High Personal Reflecting -- Low Analytical Prototyping -- Cluster 3: High on Most Factors -- Low Personal Reflecting -- Cluster 4: High Analytical Prototyping -- Low Cooperative Understanding -- Training (Cluster 1) -- Marathon (Cluster 2) -- Relay (Cluster 3) -- Sprint (Cluster 4).

Qualitative Findings -- Qualitative Research Methodology -- Qualitative Research Participants -- Data Collection and Analysis -- Qualitative Research Results -- Operational Practices of Design Thinking -- Case Exemplars - Archetypes of Design Thinking -- Training Archetype: High Comprehensive Solutioning -- Low Analytical Prototyping -- Case Exemplar "SM" -- Marathons Archetype: High Personal Reflecting -- Low Analytical Prototyping -- Case Exemplar: TB -- Relays Archetype: High on Most Factors -- Low Personal Reflecting -- Case Exemplar: SMc -- Sprints Archetype: High Prototyping -- Low Cooperative Understanding -- Case Exemplar: PO -- Discussion and Implications -- Implications of Design Thinking for Organization Development and Change -- Re-orienting ODC as a Participative, Democratic and Humanistic Process -- Re-Designing Extant Interventions -- Inventing New Interventions -- Implementing Interventions -- References -- 'Authoring' Open Innovation: The Managerial Practices of an Open Innovation Director -- Introduction -- Theoretical Background -- Introducing the Notion of Open Innovation -- Managerial Practices in Open Innovation -- Management of Meaning - Authoring -- Methodology -- Introducing the Safer Case -- Findings: Managerial Practices Used in Authoring -- To Construct a Sense of Identity -- Creating a Shared Sense of Features of the Organizational Landscape -- To Move Others to Talk or Act in Different Ways through Dialogical Practices -- Discussion -- Authoring is Essential in Open Innovation Collaboration -- Seven Practices Enacting Authorship -- Conclusions and Future Research -- Acknowledgements -- References -- Divergent Thinking and Brainstorming in Perspective: Implications for Organization Change and Innovation -- Providing Context for Divergent Thinking -- Creativity as Defined in the Organizational Literature.

Definition of Creativity and Its Suitability in an Organizational Context -- Content (the Creative Idea) versus Process (Divergent Thinking) -- Brainstorming as Systematized Divergent Thinking -- Common Misconceptions about Brainstorming -- Misleading Conclusions in the Scholarly Research on Brainstorming -- Cultural Forces against Divergent Thinking and Brainstorming -- What Leaders and Change Agents Can Do: Instilling Divergent Thinking as a Key Value of Innovative Organizational Cultures -- Guidelines for Practitioners and Change Agents -- Avenues for Future Research -- Concluding Thoughts -- Notes -- References -- Dialogic OD, Diversity, and Inclusion: Aligning Mindsets, Values, and Practices -- Overview -- The Mindset and Practice of Dialogic OD -- Discursive Shifts in Fostering Diversity and Inclusion -- Inclusive Dialogic OD -- Processes for Inclusive Dialogic OD -- Reflective Tools of CMM -- Practices and Processes: Summary Reflections -- How does an Inclusive Dialogic OD Process Differ from a Traditional Model? -- Summary -- Acknowledgments -- References -- Appendix -- About the Contributors.