Experiencing Organization Development
Practice through Case Stories and Role-Plays
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Featuring a foreword by celebrated author, speaker, leader, and educator David W. Jamieson, Ph.D., Experiencing Organization Development: Practice through Case Studies and Role-Plays offers a unique approach to mastering complex concepts in Organization Development (OD) and Change Management (CM) through experiential learning. By utilizing low-tech simulations, including case studies and role-plays, participants focus on cultivating real-world OD skills. The book emphasizes two key models: the Action Research Model (ARM) and the Appreciative Inquiry Model (AIM), highlighting the importance of ...
Featuring a foreword by celebrated author, speaker, leader, and educator David W. Jamieson, Ph.D., Experiencing Organization Development: Practice through Case Studies and Role-Plays offers a unique approach to mastering complex concepts in Organization Development (OD) and Change Management (CM) through experiential learning. By utilizing low-tech simulations, including case studies and role-plays, participants focus on cultivating real-world OD skills. The book emphasizes two key models: the Action Research Model (ARM) and the Appreciative Inquiry Model (AIM), highlighting the importance of facilitating change. The book is structured into four sections. Part I lays the groundwork by explaining the how and what participants will learn. It introduces the essential principles of experiential learning, contrasts directive strategies with collaborative approaches to change, and sets the stage for where they will learn by introducing the "sandbox"-a dynamic organizational ecosystem for practice. Part II features nine scenarios designed to hone participants' problem-solving abilities as OD practitioners. Part III, comprised of five scenarios, focuses on identifying and leveraging an organization's strengths, successes, and opportunities. Parts II and III engage participants through case stories, interactive discussions, skill-building role-plays, and reflective exercises, enhancing both their learning and skill development. Part IV provides appendices with additional resources to further support learning. This book is ideal for courses in OD, change management, and related topics. It serves as a practical guide for OD professionals, equipping them with the competencies needed to manage bottom-up change processes effectively within organizations.