Managing Change

Introduction 9 Prologue Problems Keep Happening Yet the Workplace Stays the Same Story 1 The Unchanging Workplace 16 1-1 The Human Side of Workplaces and Organizations 34 The Hard and Soft Sides of an Organization / Why Managing the Human Side Is Important 1-2 Technical Problems and Adaptive Challenges 39 There Are Two Sides to a Problem / Common Leader and Manager Mistakes 1-3. Adaptive Challenges and Organization Development 43 Problems in the Human Side Include Adaptive Challenges Part 1 What Is Organization Development? Story 2 Meeting a Supporter of Organization Development 46 2-1 What Exactly Is Organization Development? 65 Organization Development Is a “Label” / Defining Organization Development 2-2 Steps in Organization Development 69 How to Deal with Adaptive Challenges / The Three Steps in Organization Development / Organization Development Step 1: Seeing the Problem / Organization Development Step 2: Serious Discussion / Organization Development Step 3: Building a Future 2-3 What Exactly Is a Discussion? 80 Discussion Means Two-way Communication Where Meaning Is Conveyed / The Four Levels of Two-way Communication / Level 1: Polite Conversation / Level 2: Debate / Level 3: Introspective Discussion / Level 4: Productive Discussion / Discussion Levels and the Three Steps of Organization Development Part 2 The Core Team as an Agent of Change Story 3 Building a Core Team 94 3-1. The Importance of Trying to See What You Don’t See 111 The Difficulty of Trying to Understand the Feelings of Someone Before You / What Is Needed to See the Human Side? 3-2 The Core Team to Propel Change 115 Propelling and Suppressing Change / A Core Team to Increasingly Propel Change 3-3 Propelling Organization Development 120 Roles Needed Besides the Core Team / Transformation Leader / Organization Development Supporter / Sponsor 3-4. Process Consultation—How Do Supporters Support Organization Development? 126 The Three Styles of Support / The Specialist Style: Teaching Solution Strategies and Giving Information / Doctor-Patient Style: Diagnosis and Prescription / Process Consultation Style: Participatory Support / An Example of Process Consultation Support / Building a Support Relationship as a Participant Part 3 From Individual Work to Cooperation Story 4 Toward Being Able to Teach Each Other 134 4-1 Moving from Individual Work to Cooperation 157 Why Work Is Being Done Individually / The Shortcomings of Individual Work / From Individual to Cooperative Work 4-2 Expanding Organization Development 164 Structured and Unstructured Organization Development / Increasing the Power of the Core Team to Transform Itself 4-3 Dealing with Resistance to Change 169 Resistance to Change Is Healthy / Dealing with Negative Reactions / Building Successful Experiences through Small Attempts Part 4 Changing the Individual Mindset Story 5 Outgrowing Focus on Individual Work and Achievements 176 5-1 Differences in Mindsets 192 The Achievement Mindset Dominates Businesses / Moving from the Achievement Mindset to the Organization Development Mindset 5-2 Discussion with People You’re in Conflict with 197 The Pattern in Connections That Don’t Go Well / Discussing and Building a Cooperative Relationship with People You’re in Conflict with / Using Appreciative Inquiry (AI) in Discussions Part 5 Deepening and Expansion throughout the Organization as a Whole Story 6 From Confrontation to Cooperation 204 6-1 Implementing Cooperation within a Group 221 How Conflicts and Confrontation Are Born in a Group / The Mindset Needed in Building Cooperative Relationships within a Group 6-2 The Growth and Development of an Organization or Workplace 227 What Is Self-organization? / Deepening Organization Development and the Growth and Development of an Organization or Workplace / Constant Discussion and Pursuit Epilogue What Does It Mean for an Organization to Change? 236 Afterword 243 References 245