This book offers a new approach for the practice of organization development. The new approach sees consultees' thinking and behavior a result of habitus.
This book offers a new approach for the practice of organization development. The new approach sees consultees' thinking and behavior a result of habitus.
Baruch Shimoni is a professor of sociology and organization development at Bar-Ilan University Israel. He has a Ph.D. from the Hebrew University of Jerusalem. During his Ph.D. studies, he spent a year (1999-2000) at Sloan School of Management at MIT. In the 2003-2005, he had a post-doctoral fellowship at the Department of Anthropology at Yale University. In the course of the last 25 years, he has developed a professional career that integrates academic research with practical consulting to organizations. His challenge has been to both enhance his practical engagement with the most current research and theoretical insights and to use this practical engagement for the development of theory in the OD field. In addition to research and teaching, he founded and now serves as the academic head of the M.A. program in Organization Development and consults with organizations outside the university. In his most recent research project, Professor Shimoni uses the concept of habitus to theoretically and practically understand and cope with processes of change and development. Specifically, he links the Bourdieuan concept of habitus to the field of OD and in so doing provides an alternative way to incorporate the individual and the social in OD.
Inhaltsangabe
List of Tables Acknowledgments Chapter 1 Introduction * The book's argument * A first glance on the concept of habitus * The book's goals * The habitus-oriented OD (HOOD) as a helping profession * HOOD's dual perspective * Wedding of Organization Development (OD) and Critical Management Studies (CMS) * Who are the readers of the book? * What is not in the book? * A few words about methodology * The book's chapters Chapter 2 A short Overview of the OD Field * 1940s-1950s: Kurt Lewin and OD's ideological, theoretical and practical foundations * 1960s: The psychologists' era and the individualistic orientation * 1970s-1980s: The structural orientation and the consultants' era * 1990s-2000s: The scholar-practitioners' era and the postmodern constructionist orientation * HOOD vs. Appreciative Inquiry and Dialogic OD Chapter 3 Taking Bourdieu to Practice: Toward a Habitus-Oriented OD (HOOD) * Agent Structure theories and the need for the concept of habitus * Habitus as a site in which structure and practice meet * Notes on the epistemological roots of Bourdieu's theory of action * The self as a source of thinking and behavior * The habitus as a source of thinking and behavior * The hysteresis effect * Capital and position * Field * Strategies and the field's doxa * Symbolic violence * Social equilibrium and relational theory of practice Chapter 4 Organization Development and Society Individualism, blame and control * Managerialism * OD's humanistic values * OD's Managerialist perspective * Back to OD's big dilemma: Moral and effective consultancy OD as a bridge between organizations and society * Macro emancipation * Micro emancipation Chapter 5 HOOD and Resistance to Change (RTC) * The chapter's argument and goal * RTC and the individual * RTC and social context * RTC and social construction * Case study: Kimono * RTC and HOOD Chapter 6 HOOD in Action * The chapter's argument and goal * Case study: the surgery department * HOOD: problem solving and change Chapter 7 HOOD's Objectives in OD Change Processes * Habitus and social continuity * Habitus and social change * HOOD's objectives * HOOD in OD practices Chapter 8 Concluding discussion * Overcoming the personal-social dichotomy * Moral and effective consulting * Criticizing managerialism is not anti-manager * HOOD as a bridge between organizations and society * Empowerment, emancipations and social structure * The skills required to operate in accordance with HOOD Chapter 9 Summary and future research * Why habitus-oriented OD and not self-oriented OD? * Why habitus-oriented OD and not culture-oriented OD? * Criticism and the duty to offer an alternative practical approach * HOOD in other social fields * Future research Author Biography Index
List of Tables Acknowledgments Chapter 1 Introduction * The book's argument * A first glance on the concept of habitus * The book's goals * The habitus-oriented OD (HOOD) as a helping profession * HOOD's dual perspective * Wedding of Organization Development (OD) and Critical Management Studies (CMS) * Who are the readers of the book? * What is not in the book? * A few words about methodology * The book's chapters Chapter 2 A short Overview of the OD Field * 1940s-1950s: Kurt Lewin and OD's ideological, theoretical and practical foundations * 1960s: The psychologists' era and the individualistic orientation * 1970s-1980s: The structural orientation and the consultants' era * 1990s-2000s: The scholar-practitioners' era and the postmodern constructionist orientation * HOOD vs. Appreciative Inquiry and Dialogic OD Chapter 3 Taking Bourdieu to Practice: Toward a Habitus-Oriented OD (HOOD) * Agent Structure theories and the need for the concept of habitus * Habitus as a site in which structure and practice meet * Notes on the epistemological roots of Bourdieu's theory of action * The self as a source of thinking and behavior * The habitus as a source of thinking and behavior * The hysteresis effect * Capital and position * Field * Strategies and the field's doxa * Symbolic violence * Social equilibrium and relational theory of practice Chapter 4 Organization Development and Society Individualism, blame and control * Managerialism * OD's humanistic values * OD's Managerialist perspective * Back to OD's big dilemma: Moral and effective consultancy OD as a bridge between organizations and society * Macro emancipation * Micro emancipation Chapter 5 HOOD and Resistance to Change (RTC) * The chapter's argument and goal * RTC and the individual * RTC and social context * RTC and social construction * Case study: Kimono * RTC and HOOD Chapter 6 HOOD in Action * The chapter's argument and goal * Case study: the surgery department * HOOD: problem solving and change Chapter 7 HOOD's Objectives in OD Change Processes * Habitus and social continuity * Habitus and social change * HOOD's objectives * HOOD in OD practices Chapter 8 Concluding discussion * Overcoming the personal-social dichotomy * Moral and effective consulting * Criticizing managerialism is not anti-manager * HOOD as a bridge between organizations and society * Empowerment, emancipations and social structure * The skills required to operate in accordance with HOOD Chapter 9 Summary and future research * Why habitus-oriented OD and not self-oriented OD? * Why habitus-oriented OD and not culture-oriented OD? * Criticism and the duty to offer an alternative practical approach * HOOD in other social fields * Future research Author Biography Index
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