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Organization Change
A Comprehensive Reader
W. Warner Burke (Edited by), Dale G. Lake (Edited by), Jill Waymire Paine (Edited by)
9780470260562, Wiley
Paperback / softback, published 16 December 2008
1016 pages, Charts: 40 B&W, 0 Color; Tables: 30 B&W, 0 Color; Exhibits: 15 B&W, 0 Color
23.1 x 17.5 x 5.8 cm, 1.61 kg
This volume contains the must reads for a depth of understanding about organization change. Each of book's seventy-five papers included in this volume have launched their own fields of inquiry or practices and are the key readings for any student or practitioner of organization development. The most notable articles on organization development by such luminaries in the field as Bennis, Schein, Tichy, Tushman, Weick, Drucker, Quinn, Beckhard, O'Toole, Bridges, Hamel, Gladwell, and Argyris.
Foreword xiii Preface xv PART ONE ENVIRONMENT AS STIMULUS FOR CHANGE 1 1 The Causal Texture of Organizational Environments 7 2 Changing Organizations 21 3 Survival and Performance in the Era of Discontinuity 35 4 Management and the Scientific Renaissance 51 PART TWO THEORIES AND MODELS OF PLANNED ORGANIZATION CHANGE 65 5 Quasi-Stationary Social Equilibria and the Problem of Permanent Change 73 6 The Mechanisms of Change 78 7 General Strategies for Effecting Changes in Human Systems 89 8 Toward a Theory of Motive Acquisition website (see p. xii) 9 Nature Intervenes: Organizations as Organisms website (see p. xii) 10 Sociotechnical Systems: Origin of the Concept 118 11 Evolution and Revolution as Organizations Grow website (see p. xii) 12 Revolutionary Change Theories: A Multilevel Exploration of the Punctuated Equilibrium Paradigm 144 13 Organizational Evolution: A Metamorphosis Model of Convergence and Reorientation 174 14 Organizational Change and Development website (see p. xii) 15 Kurt Lewin and the Planned Approach to Change: A Reappraisal 226 PART THREE DIAGNOSING THE CURRENT STATE 255 16 Understanding Organizations: The Process of Diagnosis 259 17 A Causal Model of Organizational Performance and Change 273 18 An Overview of Organizational Surveys 300 19 Toward Integrated Organizational Diagnosis 312 PART FOUR UNDERSTANDING RESISTANCE 331 The Nature of Resistance 20 Overcoming Resistance to Change 341 21 Resistance to Change 364 22 A Theory of Psychological Reactance 377 23 Change Resisted: Thirty-Three Hypotheses Why website (see p. xii) Individual Response to Change 24 Managing Organizational Transitions 393 25 The Recipients of Change 404 26 Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change 418 Group Response to Change 27 A Theory of Group Development 441 28 The Work of Wilfred Bion on Groups 466 Organization Response to Change 29 Organizational Identity and Learning: A Psychodynamic Perspective 481 30 The Quest for Resilience 512 PART FIVE ORGANIZATION CHANGE INTERVENTIONS 533 31 Strategies of Consultation 539 Individual-Level Change Interventions 32 Creating Readiness for Organizational Change 569 33 Selecting Personnel for a System 4 Organization website (see p. xii) 34 Training and Development 590 35 Coaching Leaders in Transition: Lessons from the Field 599 Group-Level Change Interventions 36 Team Building 629 37 What Is Process Consultation? 642 38 Dilemmas of Managing Participation website (see p. xii) 39 Understanding and Using Large System Interventions 667 Organization-Level Interventions 40 The Change Process: Why Change? 687 41 Creating a Climate and Culture for Sustainable Organizational Change website (see p. xii) 42 Interorganizational Relations 699 PART SIX KEY ROLES IN PLANNED ORGANIZATION CHANGE 733 43 ‘‘All We Like Sheep—’’ (Isaiah 53:6): Followers and Leaders website (see p. xii) 44 Leading Organization Change 737 45 The Psychology of Self-Management in Organizations 762 46 The Discipline of Teams website (see p. xii) PART SEVEN BUILDING KNOWLEDGE OF CHANGE THROUGH ASSESSMENT 809 47 Short- and Long-Range Effects of a Team Development 48 Measuring Change and Persistence in Human Affairs: Types of Change Generated by OD Designs 834 49 Explaining Development and Change in Organizations 859 50 Organization Change and Development 893 51 A Complex-Systems Approach to Organizations 924 52 The Evolving Field of Organizational Learning 935 PART EIGHT SOME CONCLUSIONS AND FUTURE NEEDS 955 Names Index 959 Subject Index 976 Credits 991
Editors’ Interlude
F. E. Emery • E. L. Trist (1965)
W. G. Bennis (1966)
R. N. Foster • S. Kaplan (2001)
R. Pascale • M. Millemann • L. Gioja (2000)
Editors’ Interlude
K. Lewin (1947)
E. H. Schein (1964)
R. Chin • K. D. Benne (1967)
D. C. McClelland (1965)
G. Morgan (1997)
E. Trist (1981)
L. E. Greiner (1998)
C.J.G. Gersick (1991)
M. L. Tushman • E. Romanelli (1985)
K. E. Weick • R. E. Quinn (1999)
B. Burnes (2004)
Editors’ Interlude
W. W. Burke (1992)
W. W. Burke • G. H. Litwin (1992)
A. I. Kraut (1996)
A. Howard • Associates (1994)
Editors’ Interlude
L. Coch • J.R.P. French, Jr. (1965)
G. Watson (1967)
J. W. Brehm (1966)
J. O’Toole (1995)
W. Bridges (1986)
T. D. Jick (1990)
S. K. Piderit (2000)
W. G. Bennis • H. A. Shepard (1956)
M. J. Rioch (1970)
A. D. Brown • K. Starkey (2000)
G. Hamel • L. Vailikangas (2003)
Editors’ Interlude
R. R. Blake • J. S. Mouton (1972)
A. A. Armenakis, S. G. Harris • K. W. Mossholder (1993)
D. King (1972)
W. W. Burke (1982)
R. Witherspoon • M. D. Cannon (2004)
W. W. Burke (1982)
E. Schein (1999)
R. M. Kanter (1983)
B. B. Bunker • B. T. Alban (2002)
R. Beckhard • R. T. Harris (1987)
B. Schneider, A. P. Brief • R. A. Guzzo (1996)
W. W. Burke • N. W. Biggart (1997)
Editors’ Interlude
M. J. Rioch (1971)
W. W. Burke (2008)
J. R. Hackman (1986)
J. R. Katzenbach • D. K. Smith (1993)
Editors’ Interlude
R. Beckhard • D. G. Lake (1971) Effort 813
R. T. Golembiewski. • K. Billingsley • S. Yeager (1976)
A. H. Van de Ven • M. S. Poole (1995)
M. Beer • A. E. Walton (1987)
D. J. Svyantek • L. L. Brown (2000)
C. Argyris • D. A. Schӧn (1996)
Editors’ Interlude
Subject Areas: Business & management [KJ]
