Approaches to Planned Change: Orienting Perspectives and Micro-Level Interventions Book

	Introduction to the Transaction Edition
	Introduction to the Second Edition
	Some Intellectual Handles and Focal Issues: Preliminary Mapping of a Complex Territory	1
	A Model and Two Biases for Coping with Change/Choice: A Place to Start
	Three Perspectives on a Central Dilemma: Coping with the Constancy of Change/Choice
	Boldly Facing the Major Issues of Choice: Renewal and Revolution as Alternative Strategies
	The Laboratory Approach and Organization Development (OD): Elaborating Two Conceptual Frameworks
	OD as Technology or Transformation: What Is Involved?
	Toward a Heightened Individual [actual symbol not reproducible] Organization Exchange: As Growing Need and Present Goal
	Rationale for a Second Edition: Is Another Time Around Really Necessary?
Sect. 1	Some Orienting Perspectives
Ch. 1	The Laboratory Approach to Learning: Schema of a Method	29
	Overall Features of the Laboratory Approach: Perspectives on Learning How to Learn
	Greater Specificity About the Laboratory Approach: Perspectives on Confronting as the Basic Goal
	Process as Complementary, Not All-Consuming: Four Emphases Concerning a Neglected Point
Ch. 2	The Laboratory Approach to Choice and Change: Values that Guide Applications for Individuals and Organizations	85
	Some Common Goals for Individuals: Toward Authentic, Helping, Related Persons
	Some Common Goals in Organizations: Toward the Nonbureaucratic Enterprise
	Value Sensitivity in Dealing with Human Affect: The Normative Reach of the Laboratory Technology
	Value Sensitivity in Dealing with OD: The Normative Grasp of the Laboratory Technology
	OD and Behavior Modification: Brief Comparisons of Differential Emphases on Values
	A Crucial Sense in Which OD Is Value Loaded: Cross-Cultural Applications of OD Interventions
Ch. 3	The Laboratory Approach to Organization Development: Perspectives on Practice and Theory	133
	Perspectives on OD as Practice: Descriptions and Designs
	Perspectives on OD as Theory, I: Why the Technology Seems to Work for Individuals
	Perspectives on OD as Theory, II: Why the Technology Seems to Work in Large Organizations
	Perspectives on OD as Practice/Theory: Fine-Tuning Overbounded and Underbounded Systems
Sect. 2	Some Interventions for Individuals
Ch. 4	Dealing with Individuals Where They Work: Applying Organization Development Values to Job and Career	193
	Individual Adaptation to On-the-Job Trauma: The Case of the Thirteen Demotees
	Individual Assessment of One's Work: Career Planning as a Regular Concern
	Midlife Transition and Midcareer Crisis: A Special Case for Individual Development
	Organizational Identification of Individual Potential: The Assessment Center Strategy
	Decreasing Turnover and Absenteeism by Making the Work Site More Rewarding: Dealing with Blue-Collar Blues
Ch. 5	Dealing with Dyads, Wherever: Applying Laboratory Values to Work, Home, and Social Settings	243
	Pairs Coping with On-the-Job Problems, I: Process Analysis and the Manager Who Loved in Nonobvious Ways
	Pairs Coping with On-the-Job Problems, II: Character and Consequences of Third-Party Consultation
	Husband and Wife Deal with Problems of Business Travel: Interfaces Between Work and Home
	Organization Members Deal with Influence and Job Boundaries: An Exercise in Role Negotiation
	Perspectives on a Potentially Explosive Social Dyad: Facilitating Black-White Relationships in Large-Scale Enterprises
	The Fundamental Dyad as It Appears in Collective Enterprise: Male-Female Relationships in Organizations
	Costs and Benefits of Interventions for Individuals: Some Generalizations
Sect. 3	Some Group Interventions
Ch. 6	Bounded and Extended Interventions in Small Groups: Some Developmental Trends and Two Case Studies	297
	Group Change via Laboratory Methods: Some Overall Tendencies
	The Growing Emphasis on Team Development: A Prime Way of Applying the Laboratory Approach to Groups
	One-Shot Intervention with an Executive Group: Case Study I
	Time-Extended Intervention with a Law Enforcement Team: Case Study II
	A Generic Issue in Group Designs: Fitting OD Interventions to the Properties of Different Groups
	Costs and Benefits of Group-Level Interactions: Some Generalizations
	Author Index	349
	Subject Index	355