Foreword (Eduardo Salas). Preface. The Authors. Part One: Quantitative and Qualitative Approaches... more Foreword (Eduardo Salas). Preface. The Authors. Part One: Quantitative and Qualitative Approaches to Organization Development. 1 Introduction and Overview of Organization Development as a Data--Driven Approach for Organizational Change (Janine Waclawski, Allan H. Church). 2 Multisource Feedback for Organization Development and Change (Allan H. Church, Alan G. Walker, Joel Brockner). 3 The Role of Personality Assessment in Organization Development (W. Warner Burke, Debra A. Noumair). 4 Surveys as a Tool for Organization Development and Change (Salvatore V. Falletta, Wendy Combs). 5 Interviews and Focus Groups: Quintessential Organization Development Techniques (Janine Waclawski, Steven G. Rogelberg). 6 Organization Development and the Bottom Line: Linking Soft Measures and Hard Measures (Steven H. Cady, Mark J. Lewis).Part Two: Process--Based Approaches to Organization Development. 7 Process Consultation: A Cornerstone of Organization Development Practice (William M. Kahnweiler). 8 The Heart of It All: Group-- and Team--Based Interventions in Organization Development (Richard W. Woodman, William A. Pasmore). 9 Action Learning (Victoria J. Marsick, Judy O'Neil, Karen E. Watkins). 10 Appreciative Inquiry: The New Frontier (Stephen P. Fitzgerald, Kenneth L. Murrell, H. Lynn Newman). 11 Understanding and Using Large System Interventions (Barbara Benedict Bunker, Billie T. Alban). Part Three: Major Developments in Organization Development. 12 Organization Development and IT: Practicing OD in the Virtual World (Nancy T. Tippins). 13 Around the World: Organization Development in the International Context (Michael Marquardt). 14 Evaluating the Impact of Organization Development Interventions (Jennifer W. Martineau, Hallie Preskill). 15 Organization Development Ethics: Reconciling Tensions in OD Values (Gary N. McLean, Susan H. DeVogel). 16 Voices from the Field: Future Directions for Organization Development (Allan H. Church, Janine Waclawski, Seth A. Berr). Name Index. Subject Index.
International journal of organizational analysis, 1994
Although a large contingency of theory and research has been conducted in the area of individual ... more Although a large contingency of theory and research has been conducted in the area of individual and interpersonal communication, relatively few theoreticians have focused on the broader character of communication at the organizational level of analysis. With the increasing emphases on total quality, leadership, adaptive cultures, process reengineering, and other organizational change and development efforts, however, the need to understand the process and function of organizational communication at a broader, more systemic level is paramount. The following paper attempts to address this issue by providing: (1) a comparative review and critique of three “classic” theoretical approaches to describing the importance of communication in organizations and the relationship between communication and organizational functioning (open systems theory, the information‐processing perspective, and the communication as culture framework); and (2) a new integrative framework—the CPR model of organizational communication—for conceptualizing and understanding the nature of communication in organizations based on constructs adapted from these three perspectives. The model is then used both in an applied example to help diagnose an organizational system and to stimulate suggestions for future research.
This special issue of the Journal of Business and Psychology focuses on the linkage between the s... more This special issue of the Journal of Business and Psychology focuses on the linkage between the science and practice of psychology in applied organizational settings. The purpose of this special edition is to (a) cover current hot topics and cutting edge practice areas in HR and/or the psychology of organizations, and (b) raise compelling research issues and ideas for researchers to pursue, with an overall goal of helping bridge the science to practice gap. Each of the 14 articles included in this special issue were selected because they focus on some critical aspect of an important topic in applied organizational settings for which there is either limited, contradictory, or very little formal research in the literature. Key themes include: employee engagement, ensuring sustained behavior change through feedback and coaching, the impact of emerging technologies such as social networking sites on HR practices, and talent management and retention among others. Keywords Scientist practitioner Á HR practices Á Engagement Á New technologies Á Current issues Á Industrial and organizational psychology Á Work psychology Á Science/practice Besides publishing refereed peer-reviewed articles, the Journal of Business and Psychology is trying to advance science and practice through unique elements such as the ''Methods Corner'' (e.g., Conway and Lance 2010; Tonidandel and LeBreton 2011) and on the ''edge'' special
The following paper presents a discussion and debate with some of the leading researchers and pra... more The following paper presents a discussion and debate with some of the leading researchers and practitioners in the field of Industrial and Organizational Psychology and Organization Development regarding the nature, applicability, and conditions for effective team performance in organizations. In general, it is concluded that although we are aware of a number of factors, moderators and means for establishing and maintaining strong performance‐driven teams in organizations (e.g., shared beliefs, strong sense of purpose, systemic support, group based rewards, the right “mix” of individuals, adequate training in interpersonal and group relations, and task complexity and interdependency), we are still a long way from having consistent concrete support in the literature that teams do in fact yield significant gains in productivity or performance over the individual.
Advances in Developing Human Resources, Nov 1, 2002
The problem and the solution. Organization development (OD) is a data-driven process for change,a... more The problem and the solution. Organization development (OD) is a data-driven process for change,and as a result,the successful application of OD interventions and tools has become increasingly dependent on the use of information technology. This chapter focuses on the role of information (or data) in contemporary change efforts, and the impact that technology has had on the practice of OD over the past decade.Following a case study of a Web-enabled platform used to drive culture change, the chapter closes with a discussion of the unexpected consequences and potential issues involved with the use of technology for OD initiatives that need to be addressed.
In today's business environment, human resource development (HRD) and organization development (O... more In today's business environment, human resource development (HRD) and organization development (OD) practitioners need to be experts at helping executives and managers deal with organizational change. This article presents survey research findings, based on responses from 357 HRDIOD practitioners, related to this critical area of expertise. The authors first describe the results of their research, and then conclude with implications of these results for HR and related professionals. Overall, HRDIOD practitioners were found to be quite knowledgeable about managing organizational change, and were more likely to describe their work style as transformational rather than transactional.
This chapter provides an overview of key elements to consider when using 360 Feedback as an integ... more This chapter provides an overview of key elements to consider when using 360 Feedback as an integral part of a strategic talent management system in an organization. The focus of the chapter is on formal structured processes that serve to differentiate, develop, and enable decision-making to solve organizational talent needs. The chapter begins with a case example highlighting the power of 360 Feedback as both a predictive and a diagnostic tool for talent planning and slating candidates for succession. Next, context is provided regarding the distinction between the little and big S in strategic 360 Feedback in talent management programs, followed by a discussion of the four key differentiating components to consider when designing and implementing 360 Feedback for talent decision-making. The last section focuses on key challenges that can influence the effectiveness of a 360 Feedback program along with recommendations for practice.
The use of general descriptive names, registered names, trademarks, service marks, etc. in this p... more The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.
Abstract This article reports the results of a meta-analysis of 38 experimental and quasi-experim... more Abstract This article reports the results of a meta-analysis of 38 experimental and quasi-experimental studies that implemented some form of mail survey incentive in order to increase response rates. A total of 74 observations or cases were classified into one of four types of incentive ...
Research in Organizational Change and Development, Jul 30, 2018
Benchmark surveys regarding talent management assessment practices and interventions of choice fo... more Benchmark surveys regarding talent management assessment practices and interventions of choice for organization development (OD) practitioners have shown 360-degree feedback to be a popular tool for both development and decision-making in the field today. Although much has been written about implementing 360-degree feedback since its inception in the 1990s, few longitudinal case examples exist where interventions have been applied and their impact measured successfully. This chapter closes the gap by providing research findings and key learnings from five different implementation strategies for enhancing 360-degree feedback in a large multi-national organization. Recommendations and implications for future research are discussed.
Leadership & organization development journal, Aug 7, 2017
Purpose Formal assessment and development of executives have become standard practices in organiz... more Purpose Formal assessment and development of executives have become standard practices in organizations. There is a need, however, to determine what levers are available to maximize the impact and return on investment of initiatives. The purpose of this paper is to present outcomes and learnings from a multi-method approach to evaluating behavior change following the implementation of PepsiCo’s Senior Leader Development Center, a comprehensive process designed to accelerate capability at the executive level. Design/methodology/approach Learnings are presented based on analyses from three independent data sources collected throughout the 18-month program: behavioral change ratings from managers, direct reports, and peers via a 360 survey; attitudinal measures from participants’ post-program completion; and third-party observations by an internal facilitator. Findings Overall, findings indicate that while program rigor and content do matter as baseline components, principles of participant engagement and commitment emerged as most essential to delivering programs with sustained impact. Research limitations/implications This case is based on leaders in a high-touch multi-trait multi-method assessment and development program in one organization. Additional research is needed to explore in other settings. Practical implications Results and implications are organized by each of the four key stages of the assessment and development process: conduct data-based assessments, deliver feedback and insights, build the development plan, and take action to implement the plan. Findings and recommendations for practice regarding each stage are discussed. Originality/value Few case studies or applied research exist that focus on the execution and outcomes associated with senior executive assessment and development programs in major corporations. This paper offers findings regarding the overall impact of such a program and key learnings from its sustained effort in a complex multi-national organization. The discussion and implications in this paper may directly influence how other organizations design and manage future talent management interventions with similar types of senior-level populations.
The Journal of Applied Behavioral Science, Sep 26, 2016
Personality assessment has a long history of application in the workplace. While the field of org... more Personality assessment has a long history of application in the workplace. While the field of organization development has historically focused on developmental aspects of personality tools, other disciplines such as industrial-organizational psychology have emphasized its psychometric properties. The importance of data-driven insights for talent management (e.g., the identification of high potentials, succession planning, coaching), however, is placing increasing pressure on all types of applied behavioral scientists to better understand the stability of personality tools for decision-making purposes. The current study presents research conducted with 207 senior leaders in a global consumer products organization on the use of personality assessment data over time and across two different conditions: development only and development to decision making. Results using three different tools (based on the Hogan Assessment Suite) indicate that core personality and personality derailers are generally not affected by the purpose of the assessment, though derailers do tend to moderate over time. The manifestation of values, motives, and preferences were found to change across administrations. Implications for organizational development and talent management applications are discussed.
Foreword (Eduardo Salas). Preface. The Authors. Part One: Quantitative and Qualitative Approaches... more Foreword (Eduardo Salas). Preface. The Authors. Part One: Quantitative and Qualitative Approaches to Organization Development. 1 Introduction and Overview of Organization Development as a Data--Driven Approach for Organizational Change (Janine Waclawski, Allan H. Church). 2 Multisource Feedback for Organization Development and Change (Allan H. Church, Alan G. Walker, Joel Brockner). 3 The Role of Personality Assessment in Organization Development (W. Warner Burke, Debra A. Noumair). 4 Surveys as a Tool for Organization Development and Change (Salvatore V. Falletta, Wendy Combs). 5 Interviews and Focus Groups: Quintessential Organization Development Techniques (Janine Waclawski, Steven G. Rogelberg). 6 Organization Development and the Bottom Line: Linking Soft Measures and Hard Measures (Steven H. Cady, Mark J. Lewis).Part Two: Process--Based Approaches to Organization Development. 7 Process Consultation: A Cornerstone of Organization Development Practice (William M. Kahnweiler). 8 The Heart of It All: Group-- and Team--Based Interventions in Organization Development (Richard W. Woodman, William A. Pasmore). 9 Action Learning (Victoria J. Marsick, Judy O'Neil, Karen E. Watkins). 10 Appreciative Inquiry: The New Frontier (Stephen P. Fitzgerald, Kenneth L. Murrell, H. Lynn Newman). 11 Understanding and Using Large System Interventions (Barbara Benedict Bunker, Billie T. Alban). Part Three: Major Developments in Organization Development. 12 Organization Development and IT: Practicing OD in the Virtual World (Nancy T. Tippins). 13 Around the World: Organization Development in the International Context (Michael Marquardt). 14 Evaluating the Impact of Organization Development Interventions (Jennifer W. Martineau, Hallie Preskill). 15 Organization Development Ethics: Reconciling Tensions in OD Values (Gary N. McLean, Susan H. DeVogel). 16 Voices from the Field: Future Directions for Organization Development (Allan H. Church, Janine Waclawski, Seth A. Berr). Name Index. Subject Index.
International journal of organizational analysis, 1994
Although a large contingency of theory and research has been conducted in the area of individual ... more Although a large contingency of theory and research has been conducted in the area of individual and interpersonal communication, relatively few theoreticians have focused on the broader character of communication at the organizational level of analysis. With the increasing emphases on total quality, leadership, adaptive cultures, process reengineering, and other organizational change and development efforts, however, the need to understand the process and function of organizational communication at a broader, more systemic level is paramount. The following paper attempts to address this issue by providing: (1) a comparative review and critique of three “classic” theoretical approaches to describing the importance of communication in organizations and the relationship between communication and organizational functioning (open systems theory, the information‐processing perspective, and the communication as culture framework); and (2) a new integrative framework—the CPR model of organizational communication—for conceptualizing and understanding the nature of communication in organizations based on constructs adapted from these three perspectives. The model is then used both in an applied example to help diagnose an organizational system and to stimulate suggestions for future research.
This special issue of the Journal of Business and Psychology focuses on the linkage between the s... more This special issue of the Journal of Business and Psychology focuses on the linkage between the science and practice of psychology in applied organizational settings. The purpose of this special edition is to (a) cover current hot topics and cutting edge practice areas in HR and/or the psychology of organizations, and (b) raise compelling research issues and ideas for researchers to pursue, with an overall goal of helping bridge the science to practice gap. Each of the 14 articles included in this special issue were selected because they focus on some critical aspect of an important topic in applied organizational settings for which there is either limited, contradictory, or very little formal research in the literature. Key themes include: employee engagement, ensuring sustained behavior change through feedback and coaching, the impact of emerging technologies such as social networking sites on HR practices, and talent management and retention among others. Keywords Scientist practitioner Á HR practices Á Engagement Á New technologies Á Current issues Á Industrial and organizational psychology Á Work psychology Á Science/practice Besides publishing refereed peer-reviewed articles, the Journal of Business and Psychology is trying to advance science and practice through unique elements such as the ''Methods Corner'' (e.g., Conway and Lance 2010; Tonidandel and LeBreton 2011) and on the ''edge'' special
The following paper presents a discussion and debate with some of the leading researchers and pra... more The following paper presents a discussion and debate with some of the leading researchers and practitioners in the field of Industrial and Organizational Psychology and Organization Development regarding the nature, applicability, and conditions for effective team performance in organizations. In general, it is concluded that although we are aware of a number of factors, moderators and means for establishing and maintaining strong performance‐driven teams in organizations (e.g., shared beliefs, strong sense of purpose, systemic support, group based rewards, the right “mix” of individuals, adequate training in interpersonal and group relations, and task complexity and interdependency), we are still a long way from having consistent concrete support in the literature that teams do in fact yield significant gains in productivity or performance over the individual.
Advances in Developing Human Resources, Nov 1, 2002
The problem and the solution. Organization development (OD) is a data-driven process for change,a... more The problem and the solution. Organization development (OD) is a data-driven process for change,and as a result,the successful application of OD interventions and tools has become increasingly dependent on the use of information technology. This chapter focuses on the role of information (or data) in contemporary change efforts, and the impact that technology has had on the practice of OD over the past decade.Following a case study of a Web-enabled platform used to drive culture change, the chapter closes with a discussion of the unexpected consequences and potential issues involved with the use of technology for OD initiatives that need to be addressed.
In today's business environment, human resource development (HRD) and organization development (O... more In today's business environment, human resource development (HRD) and organization development (OD) practitioners need to be experts at helping executives and managers deal with organizational change. This article presents survey research findings, based on responses from 357 HRDIOD practitioners, related to this critical area of expertise. The authors first describe the results of their research, and then conclude with implications of these results for HR and related professionals. Overall, HRDIOD practitioners were found to be quite knowledgeable about managing organizational change, and were more likely to describe their work style as transformational rather than transactional.
This chapter provides an overview of key elements to consider when using 360 Feedback as an integ... more This chapter provides an overview of key elements to consider when using 360 Feedback as an integral part of a strategic talent management system in an organization. The focus of the chapter is on formal structured processes that serve to differentiate, develop, and enable decision-making to solve organizational talent needs. The chapter begins with a case example highlighting the power of 360 Feedback as both a predictive and a diagnostic tool for talent planning and slating candidates for succession. Next, context is provided regarding the distinction between the little and big S in strategic 360 Feedback in talent management programs, followed by a discussion of the four key differentiating components to consider when designing and implementing 360 Feedback for talent decision-making. The last section focuses on key challenges that can influence the effectiveness of a 360 Feedback program along with recommendations for practice.
The use of general descriptive names, registered names, trademarks, service marks, etc. in this p... more The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.
Abstract This article reports the results of a meta-analysis of 38 experimental and quasi-experim... more Abstract This article reports the results of a meta-analysis of 38 experimental and quasi-experimental studies that implemented some form of mail survey incentive in order to increase response rates. A total of 74 observations or cases were classified into one of four types of incentive ...
Research in Organizational Change and Development, Jul 30, 2018
Benchmark surveys regarding talent management assessment practices and interventions of choice fo... more Benchmark surveys regarding talent management assessment practices and interventions of choice for organization development (OD) practitioners have shown 360-degree feedback to be a popular tool for both development and decision-making in the field today. Although much has been written about implementing 360-degree feedback since its inception in the 1990s, few longitudinal case examples exist where interventions have been applied and their impact measured successfully. This chapter closes the gap by providing research findings and key learnings from five different implementation strategies for enhancing 360-degree feedback in a large multi-national organization. Recommendations and implications for future research are discussed.
Leadership & organization development journal, Aug 7, 2017
Purpose Formal assessment and development of executives have become standard practices in organiz... more Purpose Formal assessment and development of executives have become standard practices in organizations. There is a need, however, to determine what levers are available to maximize the impact and return on investment of initiatives. The purpose of this paper is to present outcomes and learnings from a multi-method approach to evaluating behavior change following the implementation of PepsiCo’s Senior Leader Development Center, a comprehensive process designed to accelerate capability at the executive level. Design/methodology/approach Learnings are presented based on analyses from three independent data sources collected throughout the 18-month program: behavioral change ratings from managers, direct reports, and peers via a 360 survey; attitudinal measures from participants’ post-program completion; and third-party observations by an internal facilitator. Findings Overall, findings indicate that while program rigor and content do matter as baseline components, principles of participant engagement and commitment emerged as most essential to delivering programs with sustained impact. Research limitations/implications This case is based on leaders in a high-touch multi-trait multi-method assessment and development program in one organization. Additional research is needed to explore in other settings. Practical implications Results and implications are organized by each of the four key stages of the assessment and development process: conduct data-based assessments, deliver feedback and insights, build the development plan, and take action to implement the plan. Findings and recommendations for practice regarding each stage are discussed. Originality/value Few case studies or applied research exist that focus on the execution and outcomes associated with senior executive assessment and development programs in major corporations. This paper offers findings regarding the overall impact of such a program and key learnings from its sustained effort in a complex multi-national organization. The discussion and implications in this paper may directly influence how other organizations design and manage future talent management interventions with similar types of senior-level populations.
The Journal of Applied Behavioral Science, Sep 26, 2016
Personality assessment has a long history of application in the workplace. While the field of org... more Personality assessment has a long history of application in the workplace. While the field of organization development has historically focused on developmental aspects of personality tools, other disciplines such as industrial-organizational psychology have emphasized its psychometric properties. The importance of data-driven insights for talent management (e.g., the identification of high potentials, succession planning, coaching), however, is placing increasing pressure on all types of applied behavioral scientists to better understand the stability of personality tools for decision-making purposes. The current study presents research conducted with 207 senior leaders in a global consumer products organization on the use of personality assessment data over time and across two different conditions: development only and development to decision making. Results using three different tools (based on the Hogan Assessment Suite) indicate that core personality and personality derailers are generally not affected by the purpose of the assessment, though derailers do tend to moderate over time. The manifestation of values, motives, and preferences were found to change across administrations. Implications for organizational development and talent management applications are discussed.
Uploads
Papers by Allan Church