Page numbers in italics indicate figures or tables.
adaptation: to change, 58; with intelligence, 35–36; by leadership, 247; by organization, 35–36
Alice in Wonderland (Carroll), 1
American Psychological Association, 22
American Telephone and Telegraph (AT&T), 16
Assembly Revolution Cell Line, 110
authority: decentralization of, 202; of employees, 192; empowerment and, 193; freedom and, 211–12; servant leadership and, 210–11
behavior: culture deteriorating with, 256–57; employee reengaging in, 188; empowerment changing, 206; goal-directed, 187–88; habits contrasted with, 187–88; herd, 45–48; measurement of, 231, 231–32; OD and, 25–30, 28; performance improving with, 208, 240; principles of, 25–30, 28; self-maximizing, 86; Stanford University prison experiment changing, 257; for success, 255–56, 256; supervisory, 241–42; surveillance impacting, 128; trust betrayed by, 86; unfreezing of, 40–41
bias: accountability reducing, 156; confirmation, 43; in hiring, 151–53; merit misshapen by, 221, 222; with natural selection, 51; negativity, 252; with overconfidence, 50; with performance, 222; in recruitment, 157; sunk costs as, 70; in workplace, 252
Biggest Little Farm, The, 150–51
boom-and-bust cycle, 61–62
bürolandshaft (office landscaping), 142
change, 247; adaptation to, 58; appreciative inquiry in, 38; autonomy influenced, 89; barriers to, 39; with behavior, 45–48; commitment to, 49–51; complexity of, 5; as constant, 32; constraint-based, 53; in culture, 27; as developmental, 35; Doctor Who demonstrating, 18; employees feigning, 39; environment and, 33, 36, 55; feedback guiding, 10–11; forms of, 52, 53; as futile, 39; future of, 54–57; imprinting and, 48–49; improvement evaporation in, 54; with innovation, 51–54, 53; leadership required for, 37–38; locked-in process of, 43–45; messiness of, 6; methodologies of, 41, 41; OD with, 18–22, 19, 26–27; in organization, 18–22, 19, 34, 35, 37, 40, 43–44, 55; organize for, 32–57; process of, 40–45, 41, 43, 44; programmatic, 52; to relationships, 89–90; self-examination in, 19; simplicity and, 41–42; social identity and, 95–101, 98; in specialization, 13; with structural inertia, 49; sunk costs and, 66–68, 67–68; in systems, 19, 27; transaction cost of, 34; ups and downs of, 6, 7
Changing World Technologies, 62
Child Welfare Research Station, 27
Colorado Fuel & Iron (CF&I), 196
company: diversity reduced by, 151–52; employees sponsored by, 177; job shadowing in, 172–73; management declining with, 236–37
competition, 101–3; abundance tempering, 224; in social identity, 98, 98
complexity, 7–8; of change, 5; of systems, 9
Constraints of Corporate Tradition, The (Kantrow), 21–22
consultants, of OD, 2, 18
cooperation: abundance and, 102–3; as contagious, 86–87; dissonance in, 89; employees preferred with, 88; encouragement of, 81–103, 83, 85, 87, 92, 98; etiquette encouraging, 91–92; exploitation and, 85; fairness promoting, 214; leadership facilitating, 90–91; OD centralizing, 87–88; organization built on, 85–86; in pay-it-forward reciprocity, 86–87, 87; payout and, 88; positive interdependence in, 93–95; with rationality, 82–83; rewards and punishments undermining, 89; self-interest contrasted with, 82–84, 83; with social affinity, 90–93, 92; social identity with, 95–100, 98
culture: behavior deteriorating with, 256–57; change in, 27; coordination impacted by, 94–95; Eastern versus Western, 61; with efficiency, 107–8; employees fitting, 224; feedback in, 206; generative, 107, 107–8; generative and pathological, 107, 107–8; in Germany, 28; job candidate attracted to, 168; leadership fostered in, 238–59; Mayan, 33; merger undermined by, 241–42; norms shaping, 38; OD and, 27; paralysis of, 28; performance impacted by, 212, 240–41; relationship, 108; of self-interest, 88–89; social identity influenced by, 96; strategy contrasted with, 95; time influenced by, 61; values used by, 254–55, 255, 256; women and minorities obstructed by, 154, 155, 158–59
Digital Equipment Computers (DEC), 20
diversity: with affirmative action, 151; Blau Index balancing, 160; company reducing, 151–52; conflict reduced by, 162; definition of, 159–60; discrimination with, 153; distinctiveness contrasted with, 99; efficacy improving with, 147; faultlines and, 160–61, 163–64, 164; gender, 148; of group, 164–65; inclusivity and, 145–65, 148, 155, 160, 161, 164; job satisfaction influenced by, 145; mentoring bolstering, 156; performance impacted by, 149–50; practitioners prioritizing, 165; productivity improving with, 161, 161–62; racial, 148; R&D and, 147; referral programs and, 151–52; simplicity complicated by, 159; system stabilized with, 149; training for, 163; in workforce, 145–65, 148, 155, 160, 161, 164
Dunning-Kruger effect, 223
Emperor’s New Clothes, 66
employees: authority of, 192; balance for, 251–52; behavior reengaged in by, 188; capability of, 166; change feigned by, 39; company sponsoring, 177; competition among, 102; cooperation preferred in, 88; culture fit by, 224; empowerment of, 192–212, 196, 198, 201, 204, 209, 210; environment influencing, 130–32, 141; flexibility impacting, 114–15, 118; formal performance appraisal of, 229; human relations movement valuing, 17; independent contractors contrasted with, 121–22; information withheld by, 81; involvement in, 28; job rotation of, 124–25; leadership improving, 258–59; lighting influencing, 17; with management, 193; mentoring of, 185–86; merit of, 237; nature befitting, 143–44; on-call work confining, 116; participation of, 29; part-time, 116–17; performance and, 105, 130–32, 180–81; personal growth of, 166–91, 167, 170, 174, 182; personal office preferred by, 136–37; reward attracting, 218–19; satisfaction of, 221, 222; shift work by, 119–20; as successors, 174; temporary, 120, 121; training attracting, 168–69; value of, 229; Valve Corporation guided by, 54; vilifying of, 37; wholeness of, 175–76
employer–employee representation, 196
empowerment: authority and, 193; behavior changed by, 206; Clarus Commerce enabled by, 210; of employees, 192–212, 196, 198, 201, 204, 209, 210; flexibility with, 200; with job satisfaction, 202–12, 204, 209, 210; by leadership, 208, 209; management using, 209–10; performance influenced by, 194–95; at Ritz Carlton, 204; of workforce, 192–93
environment: change and, 33, 36, 55; communication with, 135; of competition, 101–2; creativity contributed to by, 141; employees influenced by, 130–32, 141; human relations movement prioritizing, 129; indoor, 130; job satisfaction influenced by, 129, 131; mining impacting, 56; Patagonia supporting, 56; performance influenced by, 130–32, 137; of personal office, 136; productivity impacted by, 130; sick building syndrome caused by, 132; as social construction, 134, 134–35; technology prioritizing, 55–56; temperature-aggression and, 131
Esso’s Bayway Refinery, 4
Estonian folktale, 76, 76
executive functioning, 21
exploitation and exploration: growth with, 61–62; in hive, 73–74; Newton demonstrating, 62; practical considerations of, 63; in recession, 63; short-term interests and, 63; of Smith Corona, 77
Family and Medical Leave Act, 158
feedback, 232; change guided by, 10–11; in culture, 206; job satisfaction with, 205–6; performance and, 235–36
flexibility: agility contrasted with, 202; cost of, 115; with cross-training, 123, 123–24; efficiency with, 106; employees impacted by, 114–15, 118; with empowerment, 200; with flextime, 118; forms of, 106–7; functional, 114; geographic, 119; of labor, 114; newsvendor problem influenced by, 112; numeric, 114–15; organization remaining, 104–26, 106, 107, 111, 113, 121, 123; performance influenced by, 104–5; profitability contrasted with, 105; telecommuting offering, 138–39; wage, 114; of work, 118–19
formal performance appraisal, 229, 234
full-time equivalent (FTE), 114–15
future: anticipation of, 58–80, 64, 67–68, 76, 78; of change, 54–57; of organization, 71–72; prospection of, 72; short-term interests contrasted with, 59–60; sunk costs and, 70; of telecommuting, 139
Gladwell, Malcolm, 34, 181
Great Atlantic and Pacific Tea Company (A&P), 20
gross domestic product (GDP), 158, 259
habits: behavior contrasted with, 187–88; hiring for, 188–89; of learning, 190; into routines, 187
Harwood Manufacturing Corporation, 28
inclusion: faultlines weakened by, 163–64; incivility contrasted with, 242–43; through military service, 161, 161–62; trust with, 161; value of, 163–64
inclusivity, 99; diversity and, 145–65, 148, 155, 160, 161, 164; in workforce, 145–65, 148, 155, 160, 161, 164
independent contractors, 121–22
indigenous populations, 52–53
information: capacity for, 74–75; employees withholding, 81; group utilizing, 108; hiring refined with, 236; interpretation of, 43; as limited, 45; sunk costs influencing, 69–70
initiation of structure, 29
International Systems Institute, 57
Intuitive Research and Technology Corporation (INTUITIVE), 79
job satisfaction: with autonomy, 205; diversity influencing, 145; empowerment with, 202–12, 204, 209, 210; environment influencing, 129, 131; with feedback, 205–6; formulation of, 202–12, 204, 209, 210; identity with, 203; life in, 176; pay for performance increasing, 215; with skill variety, 204–5; task and, 203–4, 204
joint decision-making, 73–74
knowledge, 21; consultants transferring, 18; criteria developed with, 247–49; management of, 109
leader, 248–49; health impacted by, 252–53; humility of, 244–45; leadership contrasted with, 245; self-awareness of, 253
leadership, 237; adaptation by, 247; change requiring, 37–38; with charisma, 249; cluster approach to, 250–51; common purpose conveyed by, 94; cooperation facilitated by, 90–91; criteria defining, 245–48, 246–47; culture fostering, 238–59; dark triad of, 243; directive and empowering, 194; efficacy developed by, 207; employee improving with, 258–59; empowerment by, 208, 209; with engagement, 251; family relations compared with, 29–30; of groups, 220; leader contrasted with, 245; personal issues acted on by, 224–25; productivity impacted by, 27–28; with respect, 258; responsibility taken by, 49–50; servant, 210; skills of, 246; with success, 238, 240; successors groomed by, 174; theories of, 244–45, 246–47; transformational and adaptive, 247; types of, 210–11; women passed over by, 154. See also servant leadership
Leadership Development Simulator, 194
Leadership in Energy and Environment Design (LEED), 130
learning: effective action describing, 19; habit of, 190; of helplessness, 209; informal, 189–90; of personal growth, 189–90; single- and double-loop, 10, 10, 19
Leibniz, Gottfried Wilhelm, 16
Levi-Strauss, Claude, 52, 53
long-term interests, 73–74
management: company declining with, 236–37; employees with, 193; empowerment used by, 209–10; formal performance appraisal of, 234; of knowledge, 109; participatory, 198–99; performance and, 232, 239, 244; succession, 173; of talent, 170–71, 173. See also scientific management; total quality management
Marx, Julius Henry “Groucho,” 98
McGregor, Douglas, 4, 15, 29
minimal group technique, 96
Motivation to Work, The (Hertzberg), 215–16
Music Center, in Los Angeles, 144
National Cash Register (NCR), 44, 44–45
National Training Labs, 23, 25
nature: with architecture, 141–42; creativity increased by, 142–43; employee befitting from, 143–44; feng shui integrating, 143–44, 144; health and, 142–43; productivity with, 142; prosociality elicited by, 143; Salesforce utilizing, 144; of work, 200, 202; in workplace, 142
organization: adaptation by, 35–36; with ambidexterity, 60; change in, 18–22, 19, 34–35, 37, 40, 43–44, 55; cooperation building, 85–86; as creative, 96–97; death of, 59; in decline, 33; devolution of, 33–34; dumb, 20; expertise honed by, 178–79; fitness of, 220–37, 222, 224, 227, 230, 231, 235; flexibility remaining in, 104–26, 106, 107, 111, 113, 121, 123; future of, 71–72; goals achieved by, 3; hiring loosened by, 225–26; intelligence of, 21–22, 35–36; learning implemented by, 19; life span of, 33; mechanistic and organic, 106; merit abandoned by, 221–22, 222; models of, 239; past guiding, 21–22; performance of, 213, 223–24, 224; personnel issues addressed by, 224–25; public goods dilemma in, 81–82; Red Queen effect suffered by, 151, 155; routines of, 105; smart, 20; social identity impacting, 96; standards of, 223–24, 224; systems and, 5, 8, 9, 13; weighing down of, 3
organization development (OD): basics of, 3–31; behavior and, 25–30, 28; with change, 18–22, 19; change reflected by, 26–27; collaboration in, 15, 15–18; context emphasized by, 40; cooperation central to, 87–88; culture and, 27; definitions of, 4, 5, 5–6; as democratic process, 27–29; evidence basing, 26; health and, 22–25; human relations movement assimilated into, 17–18; industrialization growing, 16; job candidates differentiated in, 171; job skills prioritized by, 175; planned, 6–14, 7, 9, 10; principles of, 25–30, 28; selective works from, 15, 16; sociotechnical system optimized by, 14; success of, 4. See also practitioners, of OD
Organization for Economic Cooperation and Development, 14, 158
“Overcoming Resistance to Change” (Coch and French), 40
participation: of employees, 29; inclusiveness and, 197; in labor, 167, 167–68; success with, 29; of workforce, 14
pay for performance: in Germany, 218; job satisfaction increased with, 215; merit with, 215; productivity influenced by, 218; sorting from, 219
pay-it-forward reciprocity, 86–87, 87
performance: behavior improved with, 208, 240; bias with, 222; calibration standardizing, 222; culture impacting, 212, 240–41; diversity impacting, 149–50; efficacy and, 38–39; of employees, 105, 130–32; employees attributed to, 180–81; empowerment influencing, 194–95; environment influencing, 130–32, 137; faultlines damaging, 160–61; feedback and, 235, 236; flexibility influencing, 104–5; heterogeneity influencing, 148, 148–49; innovation and, 52; with intelligence, 189; interests and, 185; management and, 232, 239, 244; measurement of, 229–32, 230, 231; as multidimensional, 234–35; normal and pareto distributions for, 230; open office influencing, 135–36; of organization, 213, 223–24, 224; overtime impacting, 115–16; paths to, 235, 235–36; recognition of, 228, 234; as recruitment, 219; reward for, 213–37, 218, 222, 223, 224, 227, 230, 231, 235; self-efficacy influencing, 206–7; separations and, 225; sick building syndrome undermining, 132; standards for, 223–24, 224; status rewarding, 103; team elevated with, 220; training aided by, 232; trust determining, 139; victimization and, 223. See also formal performance appraisal; pay for performance
Personal Word Processor (PWP), 67
planned organization development, 6–14, 7, 9, 10
positive interdependence, 93–95
practitioners, of OD, 2; action research with, 25–26; diversity prioritized by, 165; health focused on by, 30; interventions planned by, 8; profitability weighed by, 56; staff-planning prioritized by, 125–26; technology contended with by, 14; trust built by, 162–63
productivity: with cross-training, 124; decline impairing, 34–35; diversity improving, 161, 161–62; environment impacting, 130; flextime increasing, 118; leadership impacting, 27–28; with nature, 142; pay for performance influencing, 218; workplace impacting, 16–17, 129
profitability: competency trap and, 66; flexibility contrasted with, 105; health contrasted with, 22–23; practitioners weighing, 56
public goods dilemma, 81–82
punctuated equilibrium, 33
Quality Bicycle Products (QBP), 99
radial tire technology, 75
recruitment: bias in, 157; discrimination in, 153–54; performance as, 219; representation and, 152
Results Only Work Environment (ROWE), 118
reward, 103; employees attracted to, 218–19; as extrinsic and intrinsic, 217; needs and, 228; for performance, 213–37, 218, 222, 223, 224, 227, 230, 231, 235; recognition plans for, 232–33
Robbers Cave Experiments, 92, 93–94
Shaw, George Bernard, 207
sick building syndrome, 132
social identity: categorization in, 97; change and, 95–101, 98; common experiences in, 97; competition in, 98, 98; with cooperation, 95–100, 98; culture influencing, 96; distinctiveness in, 98–99; in language, 99; organizations impacted by, 96; representation in, 100; status and, 99; symbolism in, 100
sociotechnical system, 13, 14
Stanford University prison experiment, 257
success: behavior for, 255–56, 256; with expertise, 184–85; with interdependence of outcomes, 93; leadership with, 238, 240; of OD, 4; with participation, 29; with R&D, 60; self-sufficiency as, 18
sunk costs: as bias, 70; change and, 66–68, 67–68; future and, 70; information influenced by, 69–70; resources trapped by, 68
systems: basic elements of, 19; behavior in, 45; change in, 19, 27; complexity of, 9; depictions of, 8, 9; diversity stabilizing, 149; growth of, 12–13; human body exemplifying, 8, 13; inflows in, 9; as open or closed, 10–11; organization and, 5, 8, 9, 13; outflows in, 9; sociotechnical, 13, 14; within system, 13; as whole, 10; wicked problems in, 11. See also International Systems Institute
Tavistock Institute, 23, 24
Taylor, Frederick, 16, 129
temperature-aggression, 131
Three Little Pigs, The, 64
total quality management (TQM), 199–200
training: for diversity, 163; employees attracted to, 168–69; performance aided by, 232; skill focused on by, 184; types and methods of, 170
Training Groups (T-groups), 23, 24, 25
trust: behavior betraying, 86; capital built on, 86; with inclusion, 161; performance determined by, 139; practitioners building, 162–63
values: bottom-line thinking undercutting, 176–77; culture using, 254–55, 255, 256; of employee, 229; of inclusion, 163–64; merit contrasted with, 226, 227; representation of, 255; rituals reaffirming, 91
Western Electric Hawthorne Plant, 16–17, 129
women: childcare for, 158; double standard for, 154; efficacy improved with, 147; groups influenced by, 146; leadership passing over, 154; personal choice of, 158; representation of, 148; work by, 157–58
women and minorities: culture obstructing, 154, 155, 158–59; men and whites contrasted with, 153–55; microaggressions toward, 155–56; representation of, 160; stereotypes overgeneralizing, 154; in workforce, 146
work: autonomy of, 202; Bartleby’s Law and, 119; curiosity engaging, 190–91; home and, 118–19, 175; interests benefiting, 182, 182–83; nature of, 200, 202; on-call, 116; in open spaces, 135; part-time, 117–18; shift, 119–20; by women, 157–58
workforce, 14; cross-training of, 122–23; diversity in, 145–65, 148, 155, 160, 161, 164; empowerment of, 192–93; human resources upgrading, 172; inclusivity in, 145–65, 148, 155, 160, 161, 164; sorting of, 219; women and minorities in, 146
workplace: bias in, 252; democratization of, 197; human concerns prioritized by, 140; nature in, 142; productivity impacted by, 16–17; productivity prioritized by, 129; in Silicon Valley, 151