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CHAPTER 12: WHOLE ORGANIZATION DEVELOPMENT AND MULTIPLE ORGANIZATION…
CHAPTER 12:
WHOLE ORGANIZATION DEVELOPMENT AND MULTIPLE ORGANIZATION INTERVENTIONS
Quality and Productivity Interventions
Reeingineering
Sig Sigma
Total Quality Management
Participation
Strategic Change Interventions
Strategic Planning and Real Time
Strategic Change
Real-Time Strategic Change
The Integrated Strategic Change Process
Scenario Planning
Search Conferences and Future Search
Features of a Future Search Conference
A Strategic Planning Case Study
Interventions in Mergers and Acquisitions
Intervention for Individual Integration
Target 2: Team Integration
Target 1: Individual Integration
Interventions for Team Integration
Organization Development in M&A Integration
Target 3: Cross Team/ Department Integration
Interventions for Cross-Team/Department Integratio
Target 4: Organizationwide Integration
Interventions for Organizationwide Integration
Transorganization or
Interorganization Development
Transorganization or Interorganization Development
Convention
Organization
Identification
Transorganizational systems have special characteristics that make the application of Traditional OD interventions particularly challenging and in many cases demand a different approach
Hierarchy and structure
Membership relationships
Trust and collaboration
Dialogic OD Consultation
and Interventions
Examples of Dialogic OD Practices
Entry and Contracting Clarifying The Sponsor Role and Dialogic Mind Set
Blending Traditional and Dialogic OD
Introducing Dialogic OD Successfully
Conditions for Successful Dialogic OD Interventions
Open Space Technology
World Cafe
Skills Needed for the Dialogic Practitioner
Strategic Process Design
Event Design
Dialogic Facilitation Skills
Further Areas for Develoment of Dialogic OD
Positive Organizational Scholarship and Appreciative Inquiry
Role of the OD Practitioner in Dialog OD Interventions
Characteristics of Contemporary Large Scale Interventions
Timeline
Practitioner Role