Organization Development and Change
Cummings, T. G., & Worley, C. G. (2025). Organization development and change. (12th ed.) Cengage.
○ Chapter 3: Entering and Contracting - This chapter outlines the key steps and challenges in initiating and contracting for an OD initiative, focusing on the complex interactions between OD professionals and organizations. Even in simpler efforts led by internal members, it's crucial to establish clarity on goals, responsibilities, methods, and timelines to avoid confusion and inefficiency later on. The chapter concludes by examining the interpersonal dynamics involved in these early stages.
○ Chapter 4: Diagnosing - This chapter explores various elements of the diagnostic process. It begins by defining diagnosis and explaining the importance of using diagnostic models to guide the process. These models are based on theories of how organizations operate and help OD practitioners identify key areas to examine at the organizational, group, or job level. A comprehensive diagnostic model grounded in open-systems theory is introduced and applied to different levels of analysis.
○ Chapter 5: Designing and Implementing OD Interventions - An OD intervention is a planned set of actions designed to improve organizational effectiveness and employee well-being. Based on thorough diagnosis, interventions can be standardized or customized to specific needs. This chapter outlines the process of designing and implementing interventions, including key success factors and necessary activities for execution.
○ Chapter 6: Evaluating and Reinforcing OD Interventions - This chapter covers the final phase of the OD cycle: evaluation and reinforcement. Evaluation provides feedback on the effectiveness and impact of interventions, guiding possible adjustments. Reinforcement ensures lasting change by supporting successful outcomes over time. The chapter highlights the importance of measurement, research design, and the factors that sustain long-term results.
