Ironies In Organizational Development:

Offering effective tools and strategies, this book covers how to encourage and strengthen skills in process analysis and investigation, align OD principles with transforming societal values, clarify communication processes and decision-making procedures, and isolate and resolve roadblock issues. Constructing a platform to assess large-system agendas, Ironies in Organizational Development, Second Edition is an outstanding text for upper-level undergraduate and graduate students taking organizational development courses in the departments of public administration, psychology, management, and sociology, as well as for in-service and professional workshops.

Robert T. Golembiewski is Distinguished Research Professor of Political Science and Management at The University of Georgia, Athens. An international consultant to governments, businesses, and universities, Dr. Golembiewski received the A.B. degree (1954) from the Woodrow Wilson School of Public and International Affairs, Princeton University, New Jersey, and the M.A. (1956) and Ph.D. (1958) degrees in political science from Yale University, New Haven, Connecticut. He is the only winner of all five major prizes for management researchers: the McGregor Award for Excellence in Applications of the Behavioral Sciences, the Waldo Award in public administration, the Irwin Award in business, the NASPAA/ASPA Research Award in public policy, and the Organizational Development Institute's Award for Excellence in OD Applications Worldwide.

Preface	p. v
Introduction	p. xix
Substantial Success but Pessimism About Practice
Undercutting the Irony of Ironies with Early and Recent Data: Increasing Confidence About Domestic Success Rates over the Decades	p. 1
Further Weakening the Irony of Ironies: Success Rates in Global Settings	p. 49
Challenging a Critical Assumption of the Capstone Irony: Putting "Positive Response Bias" into Reasonable Perspective	p. 81
Substantial Success with Insufficient Attention to Replication
Toward Building Work Cultures to Order: Illustrating Replications of Generic Designs	p. 95
Saving Conceptual Shortfalls from Themselves: Enriching New Public Management (NPM) as Exemplar	p. 131
Checking Downstream Progress, Years Later: Replication as a Stream of Events over Time	p. 157
Substantial Success in Global Applications While Neglecting Alternative Ethics at Work
Responsible Freedom as the Goal in OD, Part I: Some Basic Conceptual Distinctions	p. 183
Responsible Freedom as the Goal in OD, Part II: Two Western Work Ethics as the Base	p. 197
Responsible Freedom as the Goal in OD, Part III: Confucian Work Ethic as the Base	p. 211
Substantial Success Without Consensus About a Learning Model
Not Every Learning Design Works Every Time: Toward an "Optimum Discrepancy" to Better Target Interventions	p. 231
Not Every Design "Works" Everywhere: Greater Sensitivity to Interaction of Situations and Designs	p. 255
Substantial Success While Inadequately Assessing Large-System Interventions and Their Effects
Illustrating Large-System Change in Business: Detailing a Design for Strategic Planning and its Effects	p. 281
Illustrating Large-System Change in Government: Examining Some Surprises in Labor/Management Cooperation	p. 321
Illustrating Large-System Change in Health Care: Reorganizing a Medical-Surgical Ward	p. 347
Illustrating Large-System Change at the Interface: Testing Some Features of the Common Wisdom	p. 381
Substantial Success Without Specifying Contextual Differences
A Probably Modest Contribution to Success Rates: Fine-Tuning OD Designs to Kinds of Crises	p. 407
A Big Contributor to Heightened Success Rates, Almost Undoubtedly: OD Designs Improve Group Properties and Reduce Burnout	p. 429
Substantial Success Without Differentiating People
Acknowledging Some Limitations of "One Person, One Vote": Survey/Feedback Realities and Classes of Respondents	p. 449
Highlighting Differences in Personal Slack for Choice and Change, Part I: A Preliminary Profile for Burnout in OD	p. 475
Highlighting Differences in Personal Slack for Choice and Change, Part II: Burnout as Covariant of Many Managerially Relevant Measures, Just About Everywhere	p. 497
Substantial Success While Neglecting Easy Pieces
Enlarging the Empowering Potential of the Workweek: Flexible Work Hours as Exemplar	p. 511
Enhancing the Empowering Potential of the Concept "Workplace": Flexi-Place as Exemplar	p. 531
Enhancing the Empowering Potential of the Concept "Development": Demotion as Exemplar	p. 545
Substantial Success Without Differentiating Kinds of Change and Designs
Defining "Change" as Trinitarian: Estimating Whether "Change" Occurs, and How Much, Requires Specifying the Kind of Change	p. 565
Really Appreciating Appreciative Inquiry: Extending OD Technology/Values and Success Rates While Preserving the Essentials	p. 591
Postscript About Multiple Ironies
Reducing Ironies and Increasing Success Rates: Tactics and Strategies	p. 605
Author Index	p. 651
Subject Index	p. 663
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Ironies In Organizational Development: Revised And Expanded

Summary

Author Biography

Table of Contents

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