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).

Resistance to Change Scale
Resistance to change scale

Whether in the data-gathering, feedback, or implementation phases of an engagement, an OD practitioner is likely to find clients or organizational members that resist change. The following resistance to change scale was “designed to tap an individual's tendency to resist or avoid making changes, to devalue change generally, and to find change averse across diverse contexts and types of change” (Oreg, 2003, p. 680). Complete the scale yourself, then answer the discussion questions at the end.


Listed below are several statements regarding one's general beliefs and attitudes about change. Please indicate the degree to which you agree or disagree with each statement by selecting the appropriate number on the scale next to it. Describe yourself as you generally are ...

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