Action Learning and Organization Development

Burke, W. Warner; Noumair, Debra A.

doi:10.1057/9780230250741_9

Cited by 15 publications

(17 citation statements)

References 2 publications

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“…With respect to culture, it is important to get at what Schein (2004) identified as the basic underlying assumptions, the key term being underlying . For an explanation of how to use the Burke-Litwin model in both ways—overt and underneath—see Chapter 7 and Noumair’s Chapter 8 (based on her earlier article: Noumair, 2013) in Burke and Noumair (2015) and the chapter by Noumair, Pfaff, St. John, Gipson, and Brazaitis (2017) in a book in the series about research in organizational change and development. More specifically, for a deeper understanding of how to provide coaching for the dark side of personality, see Warrenfeltz and Kellett (2017)…”

Section: Headwinds For the Future Of Odmentioning

confidence: 99%

“…I am second generation, following in the footsteps of such pioneers as Richard Beckhard, Warren Bennis, Robert Blake, Jane Mouton, Herb Shepard, Alfred Marrow, and Chris Argyris. Regardless of the degree of influence I have had, it can be characterized as bipolar—a devotee of OD with a strong desire to define what it is (e.g., Burke, 1971; Burke & Noumair, 2015) and, at the same time, a harsh critic (e.g., Burke, 1972, 2011; Burke & Bradford, 2005).…”

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confidence: 99%

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The rise and fall of the growth of organization development: What now?

Burke

2018

Consulting Psychology Journal: Practice and Research

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Drawing on a view of economic events, which notes rapid growth in the United States beginning in 1870 followed by a stagnant period from 1970 forward, I do an analysis of the status of organization development (OD) that sees a similar pattern. I argue that the fundamentals of OD have been invented and have served us well, but little if any innovation has occurred in the field since 1987, when appreciative inquiry was introduced. The events, actions, and inventions of OD that have had a lasting impact are identified, as are "headwinds" that may now be inhibiting growth. Key events in the period from 1939 to 1969 include Lewin's early research on leadership and Alfred Marrow's adoption and application of participative management for his company; the consultative work of McGregor and Beckhard and of Blake, Shepard, and Mouton; the formation of the OD Network; the first OD training program in Bethel, Maine; and the publication of the Addison-Wesley series on OD. Significant inventions that propelled OD were Lewin's contributions, field theory and force-field analysis, the T-group, the formula B ϭ f (P, E), and the 3 phases of change (unfreeze, change, and refreeze). Other inventions were processes of intergroup conflict resolution, survey feedback, large-group interventions, and the Power Laboratory. Reviews of the field by others are summarized. Headwinds now and for the future include education, competence, leadership development, and covert processes. The future is largely in organizations other than business-industry and requires a concentrated effort at understanding the importance of context.

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Section: Headwinds For the Future Of Odmentioning

confidence: 99%

mentioning

confidence: 99%

The rise and fall of the growth of organization development: What now?

Burke

2018

Consulting Psychology Journal: Practice and Research

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“…An example of an organization change project that employed multiple models is described by Burke and Noumair (2015) and Noumair et al (2017). This example illustrates how the rigorous and rational Burke–Litwin model (Burke & Litwin, 1992) can be complemented by pairing it with a practical “Beneath the Surface” tool (Noumair et al, 2017, p. 205) to connect covert unconscious dynamics in organization life with overt factors.…”

Section: Empirical Evidence Of Engaged Scholarship In Organizational mentioning

confidence: 99%

A Balance of Rigor and Relevance: Engaged Scholarship in Organizational Change

Paine

Delmhorst

2020

The Journal of Applied Behavioral Science

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Organizations face increasing demand to make meaningful, sustainable changes based on shifts in their external environments. This presents an unprecedented opportunity for insightful, useful research in the field of organizational change. As in other management science disciplines, the field suffers from a gap between research-favoring rigor and practice-favoring relevance. Through the framework of engaged scholarship—a collaborative approach to knowledge production—we present organizational change research as particularly well-positioned to utilize existing gap-related tensions to advance the field in terms of effective academic- and practice-based outcomes. We highlight empirical efforts in organizational change applied research that have contributed to theory building, method development, and practice knowledge. We include interview data collected from scholar-practitioners in the field and focus on the work of W. Warner Burke, in particular, for this special issue honoring the legacy of his rigorous and relevant contributions to the science and practice of organizational change.

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“…Organization development (OD), a subfield of MOS, has traditionally shown a good deal of capability in collaborative and engaged forms of inquiry (Burke & Noumair, 2015; Cummings & Worley, 2019). It seeks to create management and organization knowledge in the service of helping organizations change and improve themselves.…”

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The Relevance Challenge in Management and Organization Studies: Bringing Organization Development Back In

Cummings

2020

The Journal of Applied Behavioral Science

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We address management and organization studies’ (MOS) mounting relevance challenge of creating knowledge that matters far more to researchers than practitioners. Organization development (OD), a subfield of MOS, can help bridge the research–practice gap. OD was once a valued contributor to MOS creating applied knowledge to change and improve organizations. Yet that contribution gradually diminished and today OD is a marginal member of the MOS community. A historical–evolutionary analysis reveals the causes for that decline and suggests how to bring OD back in to address the relevance challenge. Our proposal involves the application of OD action research, an engaged and collaborative form of inquiry that creates knowledge in the service of helping organizations improve themselves.

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Action Learning and Organization Development

Cited by 15 publications

References 2 publications

The rise and fall of the growth of organization development: What now?

The rise and fall of the growth of organization development: What now?

A Balance of Rigor and Relevance: Engaged Scholarship in Organizational Change

The Relevance Challenge in Management and Organization Studies: Bringing Organization Development Back In

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