OD Seasonings
Volume 2, Number 3 • Summer 2006
From The Editor
Defining Organization Development
By Michael Broom
Exactly how can we tell potential clients what we do? How do we share the enormous power that organization development has for creating and managing organization change?
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the Broom article >>
Reflections on Interlevel Dynamics in Change and Strategy
By David Coghlan
When we think of people in organizations we typically think of the individual. But focusing on individuals alone does not tell us everything about organizations. Individuals in organizations work with other individuals in groups and teams so that the quality and output of their work together are significant.
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the Coghlan article >>
Covert Processes and Organization Development
By Robert Marshak
All Organization Development practitioners understand that organizational change involves multi-faceted dynamics, some of which may be covert or hidden. This discussion reviews six broad types of overt and covert processes that routinely manifest themselves during an organization change.
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the Marshak article >>
Making a Small Change in a Large Organization
By Kenny Moore
I’m tired of listening to Tom Peters. I refuse to buy Jack Welch’s books. I’ve grown weary of reading the latest management guru’s list of “Habits” and “Business Principles.” I become depressed when I get to the part of the book that states: “...Get everyone together, Tell them the business plan and demand that they believe and implement it fully.” Then it quickly ends, with very little said on how to make this happen. I’ve started looking elsewhere for answers to my OD needs.
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the Moore article >>
Book Reviews
Reviewer: Judith Katz
Values Driven Business: How to Change the World, Make Money, and Have Fun, by Ben Cohen and Mai Warwick
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Review >>
Reviewer: Don Bushnell
Trust and Betrayal in the Workplace: Building Effective Relationships in Your Organization (Second Edition, Revised and Expanded) by Dennis Reina, Ph.D. and Michelle Reina, Ph.D.
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Review >>