Cases in Organization Development and Change

Edited by D.D. Warrick, Professor of Leadership and Organization Change and President's Teaching Scholar, College of Business, University of Colorado, Colorado Springs and Anna Warrick, Vice President, The Warrick Agency Training and Development Company and Assistant Instructor, University of Colorado, Colorado Springs, USA

• ContentsPreface: a book for the times about a field for the times xxvPART I CHAMPIONING CHANGE1 Edgar H. Schein’s contribution to organization development andchange 2David Coghlan2 The need for change champions and for developing organizationchange champions throughout the organization 11D.D. Warrick3 Unexpected acts of leadership: changing how we change 28Larry Peters, Greg Stephens and Hettie A. Richardson4 Mistakes in managing strategic change 40Sharon E. Norrisand Tracy H. PorterPART II MANAGING CHANGE5 Leading change the wrong way and the right way: the importance ofexecutive sponsorship 47David A. O’Brien6 Contrasting diagnostic and dialogic assessments: approaches toassess reality 53William J. Rothwell, Aileen G. Zaballero and Farhan Sadique7 Blended OD interventions: a successful application in Hong Kong 67Terence K.Y. Chung8 Changing a school district through appreciative inquiry 74Gervase R. Bushe9 When best-laid plans falter: recalibrating organizational change 86Linda Ronnie and Sarah BoydPART III IMPROVING INDIVIDUAL PERFORMANCE10 Can leaders change? 93D.D. Warrick11 Working in swarms: how dynamic action learning helped to shiftleadership at one of the leading premium car manufacturers ingermany to an agile, iterative approach 103Mattias Klein and Joachim Schwendenwein12 A case of organization leadership development: from silos to a wholeenterprise mindset 112Philip Mirvisand Karen AyasPART IV IMPROVING TEAMWORK AND BUILDING HIGH-PERFORMANCE TEAMS13 Leading change: one leadership team’s experience 122Janet McCollum and Kenneth L. Murrell14 Organization development engagement for Bechtel projects in SaudiArabia 132Fahad Alshawan, William J. Rothwell and Farhan Sadique15 Building a high impact HR department in a progressive Chinesecompany: learning through observation 146Joanne C. Preston and Kenneth W. Wall16 Upstairs–Downstairs: a dialogic approach to intergroup teambuilding 154Gervase R. Bushe17 Improving project team communication through relational leadingpractices 164Ronald W. Reidy and Jacqueline M. StavrosPART V IMPROVING ORGANIZATIONS AND BUILDING HIGH-PERFORMANCE ORGANIZATIONS18 The State Of The Union: sustaining strategic change efforts in militaryorganizations 173Daniel E. Fredberg, Matthew D. Welch, and Michael W. Byrnes19 Seizing our destiny: reinventing a city during an economic downturn 187David W. Stewart20 Learning to SOAR in higher education 194Zephyr L. Ethier and Jacqueline M. Stavros21 Using OD to facilitate a corporate merger: saving a “marriage made inheaven” from a “honeymoon in hell” 206Mitchell Lee Marks22 How to create effective organizational design for newspaperstransitioning into the digital world 213Swantje Dake, Joachim Schwendenwein, and Matthias KleinPART VI BUILDING AND CHANGING ORGANIZATION CULTURE23 Guidelines for understanding, building, and changing organizationcultures 226D.D. Warrick24 Navigating culture change at Mid-Atlantic Regional University 238Jeanne D. Maes and Jennifer C. Zoghby25 Innovative organization culture building 243Bill Connolly and D.D. Warrick26 Building an organizational culture that supports agility throughgamified experiential learning 249Kristina Galvez and Herbert NoldPART VII TRANSFORMING ORGANIZATIONS27 Change lessons in whole system transformation 261Susan Donnan and Roland Sullivan28 Toward interdependent leadership culture: transformation in KONEAmericas 269John B. McGuireand Charles J. Palus29 Transforming organizations for greater inclusion, agency andbetterment for all 284Frederick A. Miller and Judith H. Katz30 Reclaiming organisational success through gradual, plannedtransformation 294Linda Ronnie and Sarah Boyd