ABSTRACT

Organization Development provides a forum for the ideas and experiences of a researcher and consultant concerned with change in organizations. It shows how choice and change can be guided in a world now characterized by what the author terms "permanent temporariness." The book is at heart an approach to increasing the amount of responsible freedom at work. In this respect, the volume responds to an avalanche of social criticism that has been directed at bureaucracy, "organizational America," and the "organizational ethic." The field at organization development is informed by such criticisms but transcends it via technology and values that drive change and choice alike.

part 1|76 pages

What OD is, and Aspires To

chapter |6 pages

Introduction

chapter 3|3 pages

OD as Stool: Ruminations about a Metaphor

chapter 9|6 pages

Two Faces of OD: Populism and Elitism

part 2|58 pages

What OD Might Become

chapter |6 pages

Introduction

chapter 14|3 pages

“So, What about Success Rates?”

chapter 17|4 pages

“You Can’t Be a Beacon . . . ,” I

chapter 18|5 pages

“You Can’t Be a Beacon . . . ,” II

chapter 22|4 pages

Toward Enhancing OD’s Future

part 3|46 pages

Perspectives on Moving from Here to There