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).
Exercise 4: Giving Feedback
Jasmine, the leader of a team of 11 customer service specialists, has asked you to help her grow and develop as a leader. You agreed to conduct individual interviews of each member of the team and to return to Jasmine with their feedback. You specified that team members would remain anonymous in the data you presented, known only to you. In your initial meeting, you sensed that Jasmine would have a difficult time accepting negative feedback from team members and that she might get defensive. After the interviews, you summarized the data into the following themes, with quotes from team members to illustrate each.
- Team members believe access to Jasmine is too limited.
- “Whenever I have an angry customer or need Jasmine to make ...