VOLUME I: UNDERSTANDING AND RESEARCHING IN ORGANIZATION DEVELOPMENT
Part I: Understanding Organization Development
Group Decision and Social Change
Kurt Lewin
Organization Development: Planned environmental change
Richard Beckhard
Organization Development
Frank Friedlander & L. David Brown
The Development of Human Systems: Basic themes
Fred Massarik, Newton Margulies & Robert Tannenbaum
Organization Development: Science, technology or philosophy
Edgar H. Schein
The New Agenda for Organization Development
W. Warner Burke
Organization Development from the View of the Experts
Don D. Warrick
T-Groups for Organizational Effectiveness
Chris Argyris
Overcoming Resistance to Change
Lester Coch & John R.P. French
Kurt Lewin and the Harwood Studies: The foundations of OD
Bernard Burnes
Part II: Research in Organization Development
The Process of Utilization of Social Research to Improve Social Practice
Ronald Lippitt
Action-research as Applied to Organization Development
Samuel A. Culbert
Organization Inquiry: Towards a new model of the action research process
Abraham B. Shani & William Pasmore
Survey-Guided Development: Using human resources measurement in organizational change
David G. Bowers & Jerome Franklin
The Case Meta-Analysis Method for OD
R.J. Bullock & Mark E. Tubbs
Organizational Change and the Conduct of Assessment Research
Edward E. Lawler III, David A. Nadler & Philip H. Mirvis
VOLUME II: PILLARS OF ORGANIZATION DEVELOPMENT
Introduction: Pillars of OD
David. Coghlan & A.B. (Rami) Shani
Part I: Values/Ethics
Values and Ethics in OD Practice
David Jamieson & William Gellerman
Part II: Change
Changing Organizations
Warren G. Bennis
General Strategies for Effecting Changes in Human Systems
Robert Chin & Kenneth Benne
Assessing the Process and Progress of Change in Organizational Change Programs
Philip H. Mirvis
Measuring Change and Persistence in Human Affairs: Types of change generated by OD designs
Robert T. Golembiewski, Keith Billingsley & Samuel Yeager
First-Order, Second-Order, and Third-Order Change and Organization Development Interventions
Jean M. Bartunek & Michael Moch
Development, Transition, or Transformation: The question of change in organizations
Linda Ackerman
Transformational and Coercive Strategies for Planned Organizational Change: Beyond the OD model
Dexter Dunphy & Doug A. Stace
A Review of Research on the Change Typology
Achilles A. Armenakis
Part III: Diagnosing
Open System Redesign
Charles Krone
Organizational Diagnosis: Six places to look for trouble with or without a theory
Marvin R. Weisbord
A Model for Diagnosing Organizational Behavior
David A. Nadler & Michael Tushman
Stream Analysis: A method for decomposing organization development interventions
Jerry Porras, Joan Harkness & Coeleen Klebert
Organization Development Diagnosis
Craig C. Lundberg
Part IV: Consulting
Dimensions of the Consultant's Job
Ronald R Lippitt
Rules of Thumb for Change Agents
Herbert A Shepard
Consultants and Detectives
Fritz Steele
An Organization Development Approach to Consulting
David A. Kolb & Alan Frohman
A General Philosophy of Helping: Process consultation
Edgar H. Schein
Part V: Understanding Interventions
The Primary Tasks of Intervention Activities
Chris Argyris
Choosing the Depth of Organizational Intervention
Roger Harrison
Planned Change in Underorganized Systems
L. David Brown
VOLUME III: ORGANIZATION DEVELOPMENT INTERVENTIONS
Introduction: Organization Development Interventions
A.B. (Rami) Shani and David Coghlan
Part I: Limited Change Programs
Career Development and Planning
Douglas T. Hall & Marilyn A. Morgan
The Confrontation Meeting
Richard Beckhard
Role Negotiation: A tough-minded approach to team development
Roger Harrison
Employee Fitness and Wellness Programs in the Workplace
Deborah Gebhardt & Carolyn Crump
Optimizing Team-building Efforts
Richard Beckhard
Part II: Focused Change Programs
When Does Job Restructuring Work? Organizational innovations at Volvo and GM
Noel M. Tichy & Jay. N. Nisberg
Management by Objectives: The team approach
Wendell L. French & Robert W. Hollmann
Self Designing Organizations: Towards implementing quality-of-work-life innovations
Thomas G. Cummings & Susan A. Mohrman
Quality Management: Practice risks and value-added roles for organization development practitioners
Ira M. Levin & Jonathan Z. Gottlieb
Part III: Holistic Change Programs
Breakthrough in Organization Development
Robert R. Blake, Jane S. Mouton, Louis B. Barnes & Larry Greiner
Strategies for Large System Change
Richard Beckhard
Future Search: Toward strategic intervention
Marvin E. Weisbord
Collateral Organization: A new change strategy?
Dale E. Zand
Advances in Appreciative Inquiry as an OD intervention
Gervase Bushe
Organizational Culture: What is it and how to change it
Edgar H. Schein
The Evolution of Sociotechnical Systems
Eric L. Trist
Sociotechnical Systems Redesign
William A. Pasmore
Business Process Reengineering at Blue Shield of California: The Integration of Multiple Change Initiatives
Michael W. Stebbins, A. B. (Rami) Shani, Wayne Moon & Debra Bowles.
How to have an Honest Conversation about your Business Strategy
Michael Beer & Russell Eisenstat
VOLUME IV: ORGANIZATION DEVELOPMENT - EMERGING ISSUES AND CHALLENGES
Introduction: Organization development - emerging issues and challenges
A.B. (Rami) Shani and David Coghlan
Part I: Future Research Paradigm
Action Science: Linking causal theory and meaning making in action research
Victor J. Friedman and Tim Rogers
Clinical Inquiry/Research
Edgar H. Schein
Collaborating for Management Research: From action research to intervention research in organizations
Armand Hatchuel & Albert David
Action Research and the Problem of the Single Case
Bjorn Gustavsen
Collaborative Management Research through Communities of Inquiry: Challenges and Skills
David Coghlan & A.B.(Rami) Shani
Towards a More Rigorous, Reflective, and Relevant Science of Collaborative Management Research
William A. Pasmore, Richard W. Woodman & Aneika L. Simmons
Part II: Learning
Action Science and Organizational Learning
Chris Argyris
Framing for Learning: Lessons in successful technology implementation
Amy C. Edmondson
Changing Others Through Changing Ourselves: The transformation of human systems
Robert E. Quinn, Gretchen Spreitzer, Gretchen & Matthew Brown
Fundamental Organizational Change as Organizational Learning: Creating time-based organizations
Susan A. Mohrman & Allan M. Mohrman, Jr.
Learning History: An action research practice in support of actionable learning
George Roth & Hilary Bradbury
Learning by Design: Key mechanisms in organization development
A.B. (Rami) Shani and Peter Docherty
Part III: Sustainability and OD
Sustained by Work: Individual and social sustainability in work organizations
Mari Kira and Frans M. van Eijnatten
Creating Sustainable, Desired Change in Teams through Application of Intentional C Change and Complexity Theories
Richard Boyatzis
Peter Senge, Benyamin Lichtenstein, Katrin Kaeufer, Hilary Bradbury & John Carroll
Collaborating for Systemic Change: Conceptual, relational, and action domains for meeting the sustainability challenge
Part IV: Global OD
Organization Development and Change Interventions: A seven-nation comparison
Ellen Fagenson-Eland, Ellen Ensher & W. Warner Burke
Lewin Meets Confucius: A review of the OD model of change
Robert Marshak
Organization Development in Asia: Globalization, homogenization, and the end of culture-specific practices
Tojo Thatchenkery
Part V: Understanding OD - The Future
Information Technology and the Lure of Integrated Change: A neglected role for organization development?
Joe McDonagh & David Coghlan
Forward to the Past: Reclaiming OD's influence in the world
Anne E. Feyerherm & Christopher G. Worley
The Postmodern Turn in OD
Gervase Bushe & Robert Marshak
The Future of OD Education in a Global and Sustainable World
Matt Minihan, & Kathleen Farquhar