This comprehensive collection of cases and exercises allows students to practice organization development (OD) skills at the same time as learning about theories of organizational change and human behavior. The first part of the book presents cases about the OD process, and the second part includes cases in organization-wide, team, and individual interventions. The final part provides practical exercises that make the course material come alive through realistic scenarios that organizational change practitioners regularly experience.
This book can be used as a stand-alone text or as an accompaniment to Donald L. Anderson's textbook Organization Development: The Process of Leading Organizational Change, Second Edition (ISBN 978-1-4129-8774-5).
Case 29: We Must Learn to Innovate! Culture Change (and Shock) in a Consumer Packaged Goods Company
- To understand the cultural implications of large-scale organizational change.
- To understand common employee reactions to large-scale organizational change.
- To understand intervention strategies used by change agents in the field.
Larry's head was spinning as he left the initial meeting of the newly formed Newton Innovation Team. The goals of the team seemed clear and the intentions good, but Larry had no idea how the team could accomplish them. Walking back to his office, he saw Lars Rogen, the lead consultant from Lars Group, talking with Richard, his CEO. Richard motioned him over. “Tell me ...