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The Consultant's Big Book of Organizational Development Tools

50 Reproducible Intervention Tools and Activities to Help Solve Your Clients' Problems

Publisher: McGraw-Hill, 2003 , 314 pages

ISBN: 0-07-140883-5

Synopsis:

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The Consultant's Big Book of Organizational Development Tools provides 50 ready-to-use activities and tools designed to address your clients' individual, team, and organizational performance issues. Featuring customizable resources that can be either copied or downloaded from the Web at no additional charge, this valuable collection includes:

Simulations
Team-building activities
Step-by-Step facilitation instructions

Left unchecked, seemingly insignificant "soft issues" can mushroom into serious, costly organization-wide disasters. Use The Consultant's Big Book of Organizational Development Tools to save both time and money as you accurately isolate and address your clients' pressing — and often undetected — team and organizational problems.

Part I: Leadership Development
1. Communicating Clearly and Effectively
  Richard Whelan and Robert Merritt
2. Managing Time Effectively
  Steve Sugar and Bob Preziosi
3. Developing Coaching Skills
  Andrew Kimball
4. Delegating with Style
  Carol Harvey
5. Assimilating the New Team Leader
  Ed Betof
6. Training Leaders for Succes
  Ed Rose and Linda Becker
7. Giving Feedback to Leaders
  Michael Bochenek
8. Developing New Team Managers
  Deborah Hopen
9. Trapping the Collective Power of a Group
  Leigh Mundhenk
10. Practicing How to Coach
  Doris Sims
Part II: Employee Development
1. Getting a Quick Read on Your Training Group
  Carolyn Balling
2. Giving and Receiving Feedback
  Francesco Sofo
3. Improving Listening Skills
  Kat Koppett
4. Collaborating at On-Line Sessions and Web Conferences
  Alain Rostain
5. Seeing through Another's Eyes
  Dave Arch
6. Introducing Human Performance Technology
  Sivasailam Thiagarajan
7. Linking Effort and Performance to Valued Outcomes
  John Sample
8. Learning How to Learn
  Angela Deitch
9. Assessing and Reinforcing Learning
  Susan Boyd
Part III: Team Development
1. Forming, Storming, Norming, and Performing
  Tim Osgood
2. Building Bridges between Two Teams
  Jean Haskell
3. Clarifying New Team Projects and Initiatives
  Stephen Hobbs
4. Encouraging Feedback
  Mel Silberman and Freda Hansburg
5. Forming Learning Teams
  Bonnie Jameson
6. Sinking or Swimming Together
  Sharon Bowman
7. Using Diversity in Team Decision Making
  Dianne Saphiere
8. Problem Solving by Distant Teams
  Catherine Sees and Lewis Welzel Jr.
9. Building Strengths in Virtual Teams
  Heather Robinson
10. Sharing Information in Teams
  Don Simpson
11. Demonstrating Team Brainpower
  Ed Rose
12. Building Ground Rules for Successful Teamwork
  Harriette Mishkin
Part IV: Organization Development
1. Building Organizational Commitment
  Cathleen Smith Hutchinson
2. Fostering Creative Problem-Solving Skills within the Organization
  Tom Smith and David Price
3. Managing Roadblocks to Getting Things Done
  Scott Simmerman
4. Improving Work Design
  Leigh Mundhenk
5. Balancing Advocacy and Inquiry
  Malcolm Burson
6. Improving Meetings
  Edwina Harring
7. Resolving Conflict Effectively
  Mel Silberman
8. Communicating What You Mean
  Joan Cassidy
9. Understanding Cultural Differences in the Organization
  Dianne Saphiere
10. Developing Organizational Resiliency
  Mike Milstein and Annie Henry
Part V: Strategic Planning and Change Management
1. Exploring Issues about Mergers
  Barbara Ferrarini
2. Understanding Change through Other People's Eyes
  Vicki Schneider
3. Minimizing Resistance to Change and Innovation
  Scott Simmerman
4. Thinking Positively
  Jeanne Baer
5. Improving the Quality of Strategic Planning
  Tom Devance
6. Learning Patience
  Karen Lawson
7. Introducing Planning
  Becky Mills and Chris Saeger
8. Creating a Mission Statement
  Sivasailam Thiagarajan
9. Determining What Changes Are Needed
  Catherine Sees and Lewis Welzel Jr.

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