Organization Development: A Data-Driven Approach to Organizational Change

Organization Development: A Data-Driven Approach to Organizational Change

Organization Development: A Data-Driven Approach to Organizational Change

Organization Development: A Data-Driven Approach to Organizational Change

Synopsis

This hands-on guide--for planning, diagnosing, implementing, and evaluating organization development interventions--gives scientifically based information, tools, suggestions, and guidelines for those who must manage the human side of change. In Organization Development, leading experts and pioneers: ∗ Present a unified framework for understanding OD ∗ Demonstrate OD′s effectiveness for improving individual and organizational performance ∗ Specify what types of goals, values, practices, and interventions should (and should not) represent OD You′ll gain a clear understanding of the processes, approaches, and strategies that have been proven to work in managing organizational change. Plus, you′ll get a wealth of charts, materials, and checklists, as well as useful practice tips.

Excerpt

Change. Data-driven change. This is at the core of what this book is about. This book is about moving organizations forward—about planning, diagnosing, implementing, and evaluating organization development interventions. It is about providing those who manage change with scientifically based information, tools, tips, and guidelines such that they can succeed in their efforts. It is about understanding the processes, approaches, and strategies that seem to work in managing organizational change. It is about organizational change and how to succeed at it.

Who is not in favor of developing organizations? Frankly, I do not know anyone who is not. And I hope all of us are in favor of change when organizations are confronted with socioeconomic, political, and global pressures. Industrial/organizational (I/O) psychologists, human resource executives, managers, and chief executive officers should all support change when it is needed in organizations so that they can remain viable and competitive. What helps in a small way to do our job—advise, support, and direct organizational change—is the information contained in these chapters.

In my opinion, Janine Waclawski and Allan Church (and the chapter authors) have provided a good service to our profession. They have put together a remarkable collection of chapters that are easy to read; directly relevant to the topic of how, when, and why change; and, most important, with suggestions and advice. This is clearly a must-read book for organization development practitioners.

I/O psychologists in general, graduate students, academicians interested in organizational issues, managers, human resource development executives, and even chief executive officers or CLOs should read this book. It illustrates how theory, supported by data, can be powerful in transforming organizations.

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