Summary

The role of human resources is no longer limited to hiring, managing compensation, and ensuring compliance. Since the 1990s, a transformation has occurred. Companies are calling upon a new breed of HR professionals to behave as organization development consultants, helping to determine priorities in running the business, design how work gets done,craft strategy, and shape culture. A compendium of the best thinking on the subject, Handbook for Strategic HR includes more than 80 articles from the renowned OD Practitioner. It introduces readers to core organization development strategies and skills, giving them creative approaches, practical tips, and proven methods to help them: - See the big picture, think systemically, and strategically identify where best to foster change in their organization - Team up with consultants and senior-level staff in leading a change project - Put employee engagement to practical use and involve "minds, hearts, and hands" in the important work of the organization - Operate effectively in cross-cultural and virtual working situations Comprehensive and practical, this forward-thinking book enables readers to become key partners in leading their organizations forward.

The Editors	p. ix
The Changing World of Human Resources
Introduction	p. 3
The Role of Organization Development in the Human Resource Function	p. 9
Organization Development and Human Resources Management	p. 17
Consulting and Partnership Skills
Introduction	p. 27
Facilitation and the Consulting Process
Facilitation 101	p. 35
Action Research: The Anchor of OD Practice	p. 46
The Organization Development Contract	p. 53
The Seven Deadly Sins of OD Consulting: Pitfalls to Avoid in the Consulting Practice	p. 61
The Core Skills Needed in Consulting on Process Issues
Notes Towards a Better Understanding of Process: An Essay	p. 66
The Consultant as Process Leader	p. 71
The Client-Consultant Relationship
Working with the Client-Consultant Relationship: Why Every Step Is an "Intervention"	p. 76
Who Owns the OD Effort?	p. 82
Unraveling the "Who's Responsible?" Riddle	p. 86
The Consultant as Person
Rules of Thumb for Change Agents	p. 88
If I Knew Then …: An Essay	p. 94
Who Is the Client Here?: On Becoming An OD Consultant	p. 100
Partnerships Among the HR Business Partner, Leadership, Staff, and an Internal or External OD Consultant
An Inner Blueprint for Successful Partnership Development: Putting a Relationship to Work	p. 102
Reflections on a Cross-Cultural Partnership in Multicultural Organizational Development Efforts	p. 110
Use of Self as an Instrument of Change
Introduction	p. 121
Use of Self: Our Instrument of Change
Managing Use of Self for Masterful Professional Practice	p. 127
Personal and Organizational Authority: Bringing the Self of Work Relationships	p. 137
The Mental Realities We Build
Diversity, Inclusion, and the Ladder of Inference	p. 147
Mindfulness and Experiential Learning	p. 152
Generative Conversations: How to Use Deep Listening and Transforming Talk in Coaching and Consulting	p. 161
Diversity and Social Justice: Practices for OD Practitioners	p. 168
Racism in the Workplace: OD Practitioners' Role in Change	p. 177
Quadrant Behavior Theory: Edging the Center the Potential for Change and Inclusion	p. 182
Ethical Leadership
Ethical Leadership and OD Practice	p. 191
Covert Processes
Diagnosing Covert Processes in Groups and Organizations	p. 198
Thinking Systemicaliy and Strategically
Introduction	p. 209
Systems Thinking: The Connectedness of Everything
General Systems Theory: What is it? Is There an Application Example for OD?	p. 218
Gestalt OSD and Systems Theory: A Perspective on Levels of System and Intervention Choices	p. 226
Towards a Behavioral Description of High-Performing Systems	p. 234
An Evolving Understanding of Systems Thinking
Chaos and Complexity: What Can Science Teach?	p. 241
The Postmodern Turn in OD	p. 250
Designing Organizations
Culture
Corporate Culture	p. 253
Trauma and Healing in Organizations	p. 259
Diversity and Inclusion as a Major Culture Change Intervention	p. 267
Organic/Open Systems Models
Organizational Circulatory Systems: An Inquiry	p. 275
Organic Organizational (Org²) Design	p. 281
Participative Design: An Overview	p. 294
Complex Adaptive and Dialogic Approaches
Creating the Complex Adaptive Organization: A Primer on Complex Adaptive Systems	p. 302
Incorporating Social Network Analysis into Traditional OD Interventions: A Case Study	p. 310
Appreciative Inquiry and Positive Organizational Scholarship: A Philosophy of Practice for Turbulent Times	p. 320
Creating Change by Changing the Conversation	p. 330
Employee Engagement
Introduction	p. 341
Working Out: Building Strength Through Employee Engagement
A Brief and Provocative History of Participation	p. 345
Employee Engagement and OD Strategies	p. 349
The Identity Effect: How Identity-Based Management Drives Employee Engagement and Business Performance	p. 357
Will Employee Engagement Be Hijacked or Reengineered?	p. 368
One Plus One Equals Four Star Performance: Engaging in Collaboration
The Power of Interactive Collaborative Designs	p. 375
Creating a Culture of Collaboration in a City Government	p. 381
Lights, Camera, Action: Close-Ups of Engagement
Employee-Led Organizational Change: Theory and Practice	p. 389
The Politics of Implementation: The Importance of Building Consensus Around Employee Performance Management	p. 396
Interest-Based Problem Solving: Foundation of a Labor and Management Partnership	p. 402
Change Management
Introduction	p. 411
Change by Any Other Name: Kinds of Change
Awake at the Wheel: Moving beyond Change Management to Conscious Leadership	p. 418
The Tao of Change Redux	p. 427
Improving Change Implementation: Practical Adaptations of Kotter's Model	p. 438
What Now? Understanding Change from the Change Recipient's Viewpoint
Change from the Employees' Perspective: The Neglected Viewpoint	p. 448
Resistance in Organizations: How to Recognize, Understand, and Respond to It	p. 455
Appreciative Inquiry: Debunking the Mythology Behind Resistance to Change	p. 466
Utilizing States of Organizational Readiness	p. 473
Developing Organization Change Champions: A High Payoff Investment!	p. 483
How to Make Them Sit Up and Take Notice: The Successful Change Agent
The Role of Leadership in the Management of Organizational Transformation and Learning	p. 491
Change Mastery, Simplified	p. 499
Backcasting: A Systematic Method for Creating a Picture of the Future and How to Get There	p. 507
Using Action Learning for Organization Development and Change	p. 518
Strategic Change Consulting: How to Leverage Your Work at the Enterprise Level	p. 528
Special Topics
The Executive Perspective on Mergers and Acquisitions	p. 535
An Appreciative Inquiry Into the Factors of Culture Continuity During Leadership Transition: A Case Study of LeadShare, Canada	p. 543
Globalization, Cross-Cultural Interaction, and Virtual Working Arrangements
Introduction	p. 553
Creating Global Glue and Alignment
Global Glue and the Case Study of Fonterra	p. 558
Organizational DevelopmentÆs Role When Going Global	p. 563
Implementing a Global Corporate Strategy: The Role of Organization Development	p. 569
Socio-Economic Approach to Management: A Successful Systemic Approach to Organizational Change	p. 575
Business as an Agent of World Benefit: A Worldwide Action Research Project Using Appreciative Inquiry	p. 582
Leadership
Leadership Connectivity: Building Global Partnerships	p. 590
Global Leadership: A Virgin Landscape for OD Practitioners in the Vanguard	p. 597
Consultant Role
The Core Value of OD Revisited: A Compass for Global and International Organizational Development	p. 605
OD: Dancing in the Global Context	p. 612
Community and Sustainability
Organization as Community: What We have to Learn from the Maasai about OD	p. 619
Creating High Impact Organizations in the SADC: Adapting OD Methods and Practices	p. 624
Communication in Global Enterprises
Addressing the Global Virtual Competency Gap	p. 632
OD 2.0: Shifting from Disruptive to Innovative Technology	p. 635
About the Contributors	p. 643
Index	p. 653
Table of Contents provided by Ingram. All Rights Reserved.

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Excerpts

<html><head></head><body>What You Will Find in This Resource Before beginning to compile this resource, we had conversations with many HR profes-sionals and both internal and external OD consultants. Based upon what they identified as important to their roles, we gathered key articles from the OD Practitioner written by seasoned OD practitioners that can provide the HR Business Partner with essential principles, creative approaches, practical tips, and proven methods to be a successful partner in crafting strategy, determining priorities, and helping shape an organization’s future. HR professionals can use this resource to deepen their knowledge and skills in how to: • Partner with senior level staff and internal or external consultants in leading a change initiative • Think systemically and strategically identify where best to foster change in the organi-zation • Effectively use one’s self as an instrument of change • Put employee engagement to practical use and engage “minds, hearts, and hands” in the important work of the organization • Operate effectively in the global market, cross-cultural situations, and virtual working arrangements The resource is divided into six sections: • Consulting and Partnership Skills • Use of Self as an Instrument of Change • Thinking Systemically and Strategically • Employee Engagement • Change Management • Globalization, Cross-cultural Interaction, and Virtual Working Arrangements Excerpted from the Handbook for Strategic HR. Copyright © 2013. Published by AMACOM Books, a division of American Management Association, New York, NY. Used with permission. All rights reserved. http://www.amacombooks.org. </body></html>