Ironies in Organizational Development, Vol. 100 Book

	Preface	v
	Introduction	xix
Irony I	Substantial Success but Pessimism About Practice
1.	Undercutting the Irony of Ironies with Early and Recent Data: Increasing Confidence About Domestic Success Rates over the Decades	1
2.	Further Weakening the Irony of Ironies: Success Rates in Global Settings	49
3.	Challenging a Critical Assumption of the Capstone Irony: Putting "Positive Response Bias" into Reasonable Perspective	81
Irony II	Substantial Success with Insufficient Attention to Replication
4.	Toward Building Work Cultures to Order: Illustrating Replications of Generic Designs	95
5.	Saving Conceptual Shortfalls from Themselves: Enriching New Public Management (NPM) as Exemplar	131
6.	Checking Downstream Progress, Years Later: Replication as a Stream of Events over Time	157
Irony III	Substantial Success in Global Applications While Neglecting Alternative Ethics at Work
7.	Responsible Freedom as the Goal in OD, Part I: Some Basic Conceptual Distinctions	183
8.	Responsible Freedom as the Goal in OD, Part II: Two Western Work Ethics as the Base	197
9.	Responsible Freedom as the Goal in OD, Part III: Confucian Work Ethic as the Base	211
Irony IV	Substantial Success Without Consensus About a Learning Model
10.	Not Every Learning Design Works Every Time: Toward an "Optimum Discrepancy" to Better Target Interventions	231
11.	Not Every Design "Works" Everywhere: Greater Sensitivity to Interaction of Situations and Designs	255
Irony V	Substantial Success While Inadequately Assessing Large-System Interventions and Their Effects
12.	Illustrating Large-System Change in Business: Detailing a Design for Strategic Planning and its Effects	281
13.	Illustrating Large-System Change in Government: Examining Some Surprises in Labor/Management Cooperation	321
14.	Illustrating Large-System Change in Health Care: Reorganizing a Medical-Surgical Ward	347
15.	Illustrating Large-System Change at the Interface: Testing Some Features of the Common Wisdom	381
Irony VI	Substantial Success Without Specifying Contextual Differences
16.	A Probably Modest Contribution to Success Rates: Fine-Tuning OD Designs to Kinds of Crises	407
17.	A Big Contributor to Heightened Success Rates, Almost Undoubtedly: OD Designs Improve Group Properties and Reduce Burnout	429
Irony VII	Substantial Success Without Differentiating People
18.	Acknowledging Some Limitations of "One Person, One Vote": Survey/Feedback Realities and Classes of Respondents	449
19.	Highlighting Differences in Personal Slack for Choice and Change, Part I: A Preliminary Profile for Burnout in OD	475
20.	Highlighting Differences in Personal Slack for Choice and Change, Part II: Burnout as Covariant of Many Managerially Relevant Measures, Just About Everywhere	497
Irony VIII	Substantial Success While Neglecting Easy Pieces
21.	Enlarging the Empowering Potential of the Workweek: Flexible Work Hours as Exemplar	511
22.	Enhancing the Empowering Potential of the Concept "Workplace": Flexi-Place as Exemplar	531
23.	Enhancing the Empowering Potential of the Concept "Development": Demotion as Exemplar	545
Irony IX	Substantial Success Without Differentiating Kinds of Change and Designs
24.	Defining "Change" as Trinitarian: Estimating Whether "Change" Occurs, and How Much, Requires Specifying the Kind of Change	565
25.	Really Appreciating Appreciative Inquiry: Extending OD Technology/Values and Success Rates While Preserving the Essentials	591
	Postscript About Multiple Ironies
26.	Reducing Ironies and Increasing Success Rates: Tactics and Strategies	605
	Author Index	651
	Subject Index	663