This volume contains the must reads for a depth of understanding about organization change. Each of book's seventy-five papers included in this volume have launched their own fields of inquiry or practices and are the key readings for any student or practitioner of organization development.

Foreword xiii Preface xv PART ONE ENVIRONMENT AS STIMULUS FOR CHANGE 1Editors’ Interlude 1 The Causal Texture of Organizational Environments 7F. E. Emery • E. L. Trist (1965) 2 Changing Organizations 21W. G. Bennis (1966) 3 Survival and Performance in the Era of Discontinuity 35R. N. Foster • S. Kaplan (2001) 4 Management and the Scientific Renaissance 51R. Pascale • M. Millemann • L. Gioja (2000) PART TWO THEORIES AND MODELS OF PLANNED ORGANIZATION CHANGE 65Editors’ Interlude 5 Quasi-Stationary Social Equilibria and the Problem of Permanent Change 73K. Lewin (1947) 6 The Mechanisms of Change 78E. H. Schein (1964) 7 General Strategies for Effecting Changes in Human Systems 89R. Chin • K. D. Benne (1967) 8 Toward a Theory of Motive Acquisition website (see p. xii)D. C. McClelland (1965) 9 Nature Intervenes: Organizations as Organisms website (see p. xii)G. Morgan (1997) 10 Sociotechnical Systems: Origin of the Concept 118E. Trist (1981) 11 Evolution and Revolution as Organizations Grow website (see p. xii)L. E. Greiner (1998) 12 Revolutionary Change Theories: A Multilevel Exploration of the Punctuated Equilibrium Paradigm 144C.J.G. Gersick (1991) 13 Organizational Evolution: A Metamorphosis Model of Convergence and Reorientation 174M. L. Tushman • E. Romanelli (1985) 14 Organizational Change and Development website (see p. xii)K. E. Weick • R. E. Quinn (1999) 15 Kurt Lewin and the Planned Approach to Change: A Reappraisal 226B. Burnes (2004) PART THREE DIAGNOSING THE CURRENT STATE 255Editors’ Interlude 16 Understanding Organizations: The Process of Diagnosis 259W. W. Burke (1992) 17 A Causal Model of Organizational Performance and Change 273W. W. Burke • G. H. Litwin (1992) 18 An Overview of Organizational Surveys 300A. I. Kraut (1996) 19 Toward Integrated Organizational Diagnosis 312A. Howard • Associates (1994) PART FOUR UNDERSTANDING RESISTANCE 331Editors’ Interlude The Nature of Resistance 20 Overcoming Resistance to Change 341L. Coch • J.R.P. French, Jr. (1965) 21 Resistance to Change 364G. Watson (1967) 22 A Theory of Psychological Reactance 377J. W. Brehm (1966) 23 Change Resisted: Thirty-Three Hypotheses Why website (see p. xii)J. O’Toole (1995) Individual Response to Change 24 Managing Organizational Transitions 393W. Bridges (1986) 25 The Recipients of Change 404T. D. Jick (1990) 26 Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change 418S. K. Piderit (2000) Group Response to Change 27 A Theory of Group Development 441W. G. Bennis • H. A. Shepard (1956) 28 The Work of Wilfred Bion on Groups 466M. J. Rioch (1970) Organization Response to Change 29 Organizational Identity and Learning: A Psychodynamic Perspective 481A. D. Brown • K. Starkey (2000) 30 The Quest for Resilience 512G. Hamel • L. Vailikangas (2003) PART FIVE ORGANIZATION CHANGE INTERVENTIONS 533Editors’ Interlude 31 Strategies of Consultation 539R. R. Blake • J. S. Mouton (1972) Individual-Level Change Interventions 32 Creating Readiness for Organizational Change 569A. A. Armenakis, S. G. Harris • K. W. Mossholder (1993) 33 Selecting Personnel for a System 4 Organization website (see p. xii)D. King (1972) 34 Training and Development 590W. W. Burke (1982) 35 Coaching Leaders in Transition: Lessons from the Field 599R. Witherspoon • M. D. Cannon (2004) Group-Level Change Interventions 36 Team Building 629W. W. Burke (1982) 37 What Is Process Consultation? 642E. Schein (1999) 38 Dilemmas of Managing Participation website (see p. xii)R. M. Kanter (1983) 39 Understanding and Using Large System Interventions 667B. B. Bunker • B. T. Alban (2002) Organization-Level Interventions 40 The Change Process: Why Change? 687R. Beckhard • R. T. Harris (1987) 41 Creating a Climate and Culture for Sustainable Organizational Change website (see p. xii)B. Schneider, A. P. Brief • R. A. Guzzo (1996) 42 Interorganizational Relations 699W. W. Burke • N. W. Biggart (1997) PART SIX KEY ROLES IN PLANNED ORGANIZATION CHANGE 733Editors’ Interlude 43 ‘‘All We Like Sheep—’’ (Isaiah 53:6): Followers and Leaders website (see p. xii)M. J. Rioch (1971) 44 Leading Organization Change 737W. W. Burke (2008) 45 The Psychology of Self-Management in Organizations 762J. R. Hackman (1986) 46 The Discipline of Teams website (see p. xii)J. R. Katzenbach • D. K. Smith (1993) PART SEVEN BUILDING KNOWLEDGE OF CHANGE THROUGH ASSESSMENT 809Editors’ Interlude 47 Short- and Long-Range Effects of a Team DevelopmentR. Beckhard • D. G. Lake (1971) Effort 813 48 Measuring Change and Persistence in Human Affairs: Types of Change Generated by OD Designs 834R. T. Golembiewski. • K. Billingsley • S. Yeager (1976) 49 Explaining Development and Change in Organizations 859A. H. Van de Ven • M. S. Poole (1995) 50 Organization Change and Development 893M. Beer • A. E. Walton (1987) 51 A Complex-Systems Approach to Organizations 924D. J. Svyantek • L. L. Brown (2000) 52 The Evolving Field of Organizational Learning 935C. Argyris • D. A. Schӧn (1996) PART EIGHT SOME CONCLUSIONS AND FUTURE NEEDS 955Editors’ Interlude Names Index 959 Subject Index 976 Credits 991

Organization Change First published in 1961, the original four editions of The Planning of Change, co-edited by Warren Bennis, Kenneth D. Benne, and Robert Chin, provided the best compilations of readings at the time on a comparatively new field. In this updated version, focusing more on planned organization change, W. Warner Burke, Dale G. Lake, and Jill Waymire Paine take the four earlier editions to a new level and provide the most relevant, salient, and time-tested ideas that are considered the gold standard for an in-depth understanding of organization change. Each of the 75 articles included in this extraordinary volume has launched its own field of inquiry or practice and, together, are considered the key readings for any student or practitioner of organization change and development. Organization Change offers a unique collection of writings from the most prominent names in the field. Contributions to this volume include writings by such luminaries as: Billie Alban Chris Argyris Richard Beckhard Michael Beer Warren Bennis William Bridges Barbara Bunker Connie Gersick Larry Greiner Richard Hackman Gary Hamel Rosabeth Moss Kanter Jon Katzenbach Kurt Lewin Gareth Morgan James O'Toole Eric Trist Edgar Schein Don Schön Michael Tushman Karl Weick

Chapter 1:  Environment as Stimulus for Change Organization change is typically a reaction to a change in the external environment.  The purpose of this chapter is to expand our understanding of these environmental changes and the planned organizational response to them.  Chapter 2:  Theories & Models This chapter provides a theoretical overview of the literature on organization change. Chapter 3:  Diagnosing the Current State This chapter is designed to help scholars and practitioners diagnose the need for organization change. Chapter 4:  Understanding Resistance Psychologists have been dedicated to understanding resistance to change and helping leaders respond to it for more than half a century.   Beginning with the classic article by Coch & French (1948), this chapter addresses the nature of resistance to change at the individual, group and organizational levels. Chapter 5:  Change Interventions Individual, group and organizational level change interventions are included in this chapter. Chapter 6:  Key Roles in Planned Change This chapter focuses on the roles that leaders, groups, teams and internal organizational members play in organization change.  Chapter 7:  Building Knowledge of Changing Through Assessment This chapter is designed to provide a deeper understanding of the role of assessment in change and to help scholars and practitioners measure the effectiveness of change initiatives, the overall change process and continuous learning and growth. Chapter 8:  The Future of Planned Change The final chapter will address future directions in the study and practice of organization change.