This project allows you to learn about a contemporary OD practitioner tool, applying it to an organizational
setting of your choice. The project also allows you to develop a greater sense of self as OD practitioner.
In this class you are introduced to both classic and contemporary change methodologies. Selecting a
contemporary methodology (tool), write a literature research paper. The paper will include a broad
overview of the methodology, an in-depth perspective of related to Organization Development and
Change, and an application within a specific organizational context.
You may choose either Appreciative Inquiry or World Café. In addition, you should address creativity and
innovation. All of these should be within the context of facilitating organizational change. The paper will
include three sections:
Overview. This section will cover a broad overview of the methodology/tool. Such things as description,
its origins, the developer, a basic history of the tool will be included.
In-Depth. This section will provide an in-depth perspective as related to Organization Development and
Change. Who is using this methodology within organizational settings? How is it being used? What are
the results?
Application. This section provides an application of the tool within a specific organizational context. How
would you, as an OD practitioner, use this tool to address a specific organizational challenge? Address
the context as well as specific actions you would take to introduce the tool to an organization and, if given
the green flag, implement it. Address the following elements in the action plan:
o Organizational Challenge. Briefly describe the context.
o Change Team: Who needs to be involved in this process to ensure its success?
o Brief discussion of alignment of this application with organization development values
and assumptions.
o Describe an overall approach (strategy) for introducing and implementing it, such as
Action Research, Organization Change Process.
o Describe challenges and barriers you anticipate and how you will address them. This
could include organizational readiness for change, expected resistance to change,
organizational leadership.
The goal of this paper is to explore ways in which to integrate contemporary organization development
practices and interventions within organizational settings. In preparing this paper, you will examine how
these methodologies/tools can be utilized to support and facilitate a planned change effort.
You will draw from multiple sources (minimum 5) including journal articles, books, and professional
references such as associations and websites.
SELECTED BIBLIOGRAPHY
The following list represents books on leadership that are worth investigating at some point during your
leadership studies:
BOOKS
Allen, R. C. (2001). Guiding change journeys: A synergistic approach to organization transformation.
ISBN-10: 0787957119
Anderson, L. A., & Anderson, D. (2001). The change leader’s roadmap. Jossey Bass Pfeiffer: A Wiley
Company.
Anderson, D., & Anderson, L. A. (2001). Beyond change management: Advanced strategies for today’s
transformational leaders. Jossey Bass Pfeiffer: A Wiley Company.
Aronson, E. (1980). The social animal, (3rd ed.) W. H. Freeman and Company.
Argyris, C. (1999). On organizational learning, 2nd ed. Blackwell Publishers.
Argyris, C. (1990). Overcoming organizational defenses: Facilitation organizational learning. Needham
Heights, MA: Allyn & Bacon.
Argyris, C. (1993). Knowledge for action: A Guide for overcoming barriers to organizational change. San
Francisco, CA: Jossey-Bass.
Argyris, C. (1970). Intervention theory and method. Reading, MA: Addison-Wesley.
Argyris, C., Schon, D. A., & Payne, M. (2002). Organizational learning II: Theory, method and practice,
2
nd ed. Addison-Wesley Publishing Company.
Beckhard, R., & Harris, R. T. (1987). Organizational transitions: Managing complex change (2nd ed.).
Reading, MA: Addison-Wesley Publishing Co.
Beckhard, R., & Pritchard, W. (1992). Changing the essence: The art of creating and leading fundamental
change in organizations. San Francisco: Jossey Bass.
Bennis, W., Benne, K., & Chin, R. (1985). The planning of change (4th ed.). New York: Holt, Rinehart, &
Winston. A classic representing the NTL more interpersonal perspective of OD. Chapters by
Blake, Lawrence and Lorsch, Lippitt, Freire, Shepard, Argyris, Polk, Mead.
Beyerlein, M.; Freedman, S.; McGee, C.; & Moran, L. (2002). Beyond teams: Building the collaborative
organization. San Francisco: Jossey-Bass. ISBN: 0-7879-6373-9.
Burke, W. (1987). Organization development. Reading, MA: Addison-Wesley. Burke is one of the early
academic writers on OD.
Blake, R. R., & McKee, R. K. (1994). Solution selling: The GridScience Approach. Gulf Publishing.
Block, P. (2000). The flawless consulting fieldbook and companion: A guide to understanding your
expertise. San Francisco, CA: Jossey-Bass.
Block, P. (1999). Flawless consulting: A guide to getting your expertise used 2
nd ed. San Francisco, CA:
Jossey-Bass.
Block, P. (1993). On stewardship, choice in service over self-interest. Barrett & Kohler.
Bridges W. (2001). The way to transition: Embracing life’s most difficult moments. Cambridge, MA:
Perseus Publishing.
Bridges, W. (1992). The character of organizations: Using Jungian Type in organization development.
Consulting Psychology Press.
Bridges, W. (1991). Managing transitions: Making the most of change. Cambridge, MA: Perseus
Publishing.
Bridges, W. (1980). Transitions: Making sense of life’s changes: Cambridge, MA: Perseus Publishing.
Bright, S. (1993). Prelude: A novel for managers. Austin, TX: Catapult Press.
Brown, D. R. & Harvey, D. (2005). Experiential approach to organization development, 7th edition.
Carter, L., Ulrich, D., & Goldsmith, M. (ed.). (2005). Best practices in leadership development and
organizational change. Pfeiffer Publishing.
Cooperrider, D. L., Sorensen, P. F., Whitney, D., & Yeager, T. F. (ed.). (1999). Appreciative Inquiry:
Rethinking human organization toward a positive theory of change. Stipes Publishing Company.
Cooperrider, D. L., Sorensen, P. F., Yeager, T. F., & Whitney, D. (ed.). (2005). Appreciative inquiry:
Foundations in positive organization development. Stipes Publishing Company.
Cummings. T. G. & Worley, C. G. (2005.). Organization development and change, 8
th ed. Thomson,
South-Western Publishers.
Dyer, W. G. (1987). Team building: Issues and alternatives (2d ed.). Reading, MA: Addison-Wesley. A
fine book on how to conduct team building. 615 Organization Development and Change Master Syllabus rev 01.13.12 Page 11
French, W., & Bell, C. H. (1999). Organization development: Behavioral science interventions for
organizational improvement (6th ed.). Englewood Cliffs, NJ: Prentice-Hall. Probably the classic of
basic OD books.
French, W., Bell, C., & Zawacki, R. (Eds.). (1983). Organization development (3rd ed.). Plano, TX:
Business Publications. An excellent collection of readings, and a companion piece to French and
Bell.
Golembiewski, R. T. (1988). Organization development: Ideas and issues. New Brunswick, NJ:
Transaction. Golembiewski is the leading writer of OD in public organizations.
Hammond, S. A. (1998). The thin book of appreciative inquiry, 2nd ed. Thin Book Publishing Company.
Hammond, S. A., & Royal, C. (2001). Lessons from the field: Applying appreciative inquiry (Revised
Edition). Thin Book Publishing Company. ISBN 0966537335
Harvey, D., & Brown, D. R. (2001). An experiential approach to organization development. Upper Saddle
River, NJ: Prentice Hall.
Holman, P., Devane, T., & Cady, S. (2007). The change handbook: The definitive resource on today’s
best methods for engaging whole systems. San Francisco: Berrett-Koehler Publishers, Inc.
Kanter, R. M. (1983). The change masters: Innovation for productivity in the American corporation. New
York: Simon & Schuster.
Knowles, M. (1973). The adult learner: A neglected species. Houston, TX: Gulf Publishing Company.
Kotter, J. P. (1996). Leading change. Harvard Business School Press.
Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their
organizations. Boston, MA: Harvard Business School Press.
Lewis, S., Passmore, J., & Cantore, S. (2008). Appreciative inquiry for change management: Using AI to
facilitate organizational development. Kogan Page publisher. ISBN-10: 0749450711
Lippitt, G. (1982). Organizational renewal. Englewood Cliffs, NJ: Prentice-Hall.
Lippitt, G., & Lippitt, R. (1978). Consultation: Roles, processes, and skills. La Jolla, CA: University
Lippitt, G., & Lippitt, R. (1978). The consulting process in action. La Jolla, CA: University Associates.
Lippitt, R., Watson, J., & Westley, B. (1958). The dynamics of planned change. New York: Harcourt;
Brace, & World. A primer on the social-psychological approach to organization change.
Margulies, N., & Margulies, A. (1978). Conceptual foundations of organization development. New York:
McGraw-Hill.
Mirvis, P. H., & Berg, D. N. (Eds.). (1977). Failures in organization development and change. New York:
Wiley. One of the few collections of failures in OD attempts, with discussions of reasons for the
failure.
Morgan, G. (1989). Images of organization. Newbury Park, CA: Sage Publications, 1989.
Morgan, G. (1988). Riding the waves of change. San Francisco: Jossey Bass, 1988.
Mouton, J. S. & Blake, R. R. (1984). Synergogy: A new strategy for education, training, and development
3
rd edition. San Francisco: Jossey-Bass.
Olson, E. E., Eoyang, G. H., Beckhard, R., & Vaill, P. (2001). Facilitating organization change: Lessons
from complexity science. New York: John Wiley & Sons.
Pasmore, W., & Woodman, W. (1988/1990/1992). Research in organization change and development.
Greenwich, CT: JAI Press. An excellent review and collection of major topics in OD.
Robbins, S. P. (2005). Organizational behavior, 11th Edition, Boston: Prentice Hall
Rothwell, W. J., Sullivan, R., & McLean, G. N. (ed.). (1995). Practicing organization development: A guide
for consultants. Pfeiffer & Co.
Schein, E. H. (1969). Process consultation. Reading, MA: Addison-Wesley.
Schein, E. H. (1997). Organizational culture and leadership, 2nd ed. San Francisco: Jossey-Bass.
Schein, E. (1988). Process consultation: Its role in organization development (vol. 1). Reading, MA:
Addison-Wesley. An updated version of Schein’s initial work on the process of helping groups
and organizations.
Schein, E. (1988). Process consultation: Lessons for managers and consultants (vol. 2). Reading, MA:
Addison-Wesley.
Schone, D. A. (1995). The reflective practitioner: How professionals think in action. Basic Books Inc.
Seashore, S. E., Lawler, E., Mirvis, P. H., & Cammann, C. (1983). Assessing organizational change. New
York: Wiley. Review of a ten-year study of organization change; valuable for those considering a
quantitative study of OD.
Senge, P. (1999). The dance of change. New York: Currency Doubleday.
Stevens, H., & Cox, J. (1991). The quadrant solution: A business novel that solves the mystery of sales
success. New York: AMACOM.
Walton, R D. (1987). Managing conflict: Interpersonal dialogue and third party roles (2d ed.). Reading,
MA: Addison-Wesley. Updated version of the classic text on how to consult to parties in conflict.
Warrick, D. D. (Ed.). (1985). Contemporary organization development: Current thinking and applications.
Glenview, IL: Scott Foresman. A fine collection of articles by leading authors on organization
change.
Weisbord, M. (1988). Productive workplaces: Organizing and managing for dignity, meaning, and
community. San Francisco: Jossey-Bass. Widely acclaimed and read for both its historical
approach and lucid description of organizational issues change.
Weiss, Alan. (2002). Process consulting: How to launch, implement, and conclude successful consulting
projects. John Wiley & Sons. ISBN: 0-7879-5512-4.
Whitney, D.; Trosten-Bloom, A.; Cooperrider, D. (2003). The power of appreciative inquiry: A practical
guide to positive change. Berrett-Koehler Publishers. ISBN: 1576752267.
JOURNALS
Organization Dynamics is probably one of the most relevant journals to Org. Theory. Articles tend to be of
practical significance as opposed to primarily of scholarly significance.
Journal of Applied Behavioral Science. Published by NTL, most articles are an integration of applied and
conceptual issues. Articles range from personal growth and t-groups to large scale social issues
and studies on diversity.
Administrative Science Quarterly. Published at Cornell University, ASQ is one of the leading academic
journals in organization theory. Most articles take a macro or sociological perspective of
organizational issues.
Academy of Management Journal, focuses primarily on quantitative research in management and
organizations. Both AMJ and AMR (below) are published by the Academy of Management, the
national association of academics who study management and organizational issues. Its
members are principally academics in U.S. management schools.
Academy of Management Review contains many excellent review articles, qualitative research and
innovative perspectives, all of high quality.
Human Relations is an international journal although its authors are primarily from England and the U.S.
Articles are of generally high quality and cover a broad range of topics within the behavioral/social
sciences.
Journal of Management Inquiry is published by the Western Academy of Management. It started
publication in 1992 and intends to publish more innovative materials than more traditional
journals.
OD Practitioner is published by the Organization Development Network with interesting articles by and for
practitioners in OD.
Vision Action is published by the Bay Area Organization Development Network. During the past two years
it has produced a high quality journal for practitioners in OD.
Journal of Applied Psychology is published by the American Psychological Association. It contains more
micro research conducted by those in industrial and organizational psychology and organization
behavior.
Additional Journals
Organizational Behavior, Human Performance, and Decision Making
Group and Organizational Studies
Human Relations
Journal of Management
Journals with Book Review Sections
Academy of Management Review
Organization Dynamics
Administrative Science Quarterly
Journal of Applied Behavioral Science