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 6: A Manufacturing Crisis in Bayrischer Silicon Products
- To strengthen your confidence and realism in negotiating with a client group (or consultant team) who may have predetermined actions that they want to take.
- To sharpen your resolve to build client-consultant consensus about the diagnosis even in an anxiety-producing situation, and to pull stakeholders who are significantly affected by the situation into building the diagnosis.
- To stretch your readiness to adapt the diagnosis as unexpected data emerge, and patience to continue adapting the diagnosis as intervention actions are taken.
Barry Kravich recognized the voice on the phone as Irene Lorraine, a human resources (HR) manager he had met in California.1 “I am working in Germany now,” Irene said, “but let me just ...