Introduction 9
Prologue Problems Keep Happening Yet the Workplace Stays the Same
Story 1 The Unchanging Workplace 16
1-1 The Human Side of Workplaces and Organizations 34
The Hard and Soft Sides of an Organization / Why Managing the Human Side Is Important
1-2 Technical Problems and Adaptive Challenges 39
There Are Two Sides to a Problem / Common Leader and Manager Mistakes
1-3. Adaptive Challenges and Organization Development 43
Problems in the Human Side Include Adaptive Challenges
Part 1 What Is Organization Development?
Story 2 Meeting a Supporter of Organization Development 46
2-1 What Exactly Is Organization Development? 65
Organization Development Is a "Label" / Defining
Organization Development
2-2 Steps in Organization Development 69
How to Deal with Adaptive Challenges / The Three Steps in
Organization Development / Organization Development
Step 1: Seeing the Problem / Organization Development
Step 2: Serious Discussion / Organization Development
Step 3: Building a Future
2-3 What Exactly Is a Discussion? 80
Discussion Means Two-way Communication Where
Meaning Is Conveyed / The Four Levels of Two-way
Communication / Level 1: Polite Conversation / Level 2: Debate / Level 3: Introspective Discussion / Level 4: Productive Discussion / Discussion Levels and the Three Steps of Organization Development
Part 2 The Core Team as an Agent of Change
Story 3 Building a Core Team 94
3-1. The Importance of Trying to See What You Don't See 111
The Difficulty of Trying to Understand the Feelings of Someone Before You / What Is Needed to See the Human Side?
3-2 The Core Team to Propel Change 115
Propelling and Suppressing Change / A Core Team to Increasingly Propel Change
3-3 Propelling Organization Development 120
Roles Needed Besides the Core Team / Transformation
Leader / Organization Development Supporter / Sponsor
3-4. Process Consultation-How Do Supporters Support Organization Development? 126
The Three Styles of Support / The Specialist Style: Teaching Solution Strategies and Giving Information / Doctor-Patient
Style: Diagnosis and Prescription / Process Consultation
Style: Participatory Support / An Example of Process
Consultation Support / Building a Support Relationship as a
Participant
Part 3 From Individual Work to Cooperation
Story 4 Toward Being Able to Teach Each Other 134
4-1 Moving from Individual Work to Cooperation 157
Why Work Is Being Done Individually / The Shortcomings of Individual Work / From Individual to Cooperative Work
4-2 Expanding Organization Development 164
Structured and Unstructured Organization Development /
Increasing the Power of the Core Team to Transform Itself
4-3 Dealing with Resistance to Change 169
Resistance to Change Is Healthy / Dealing with Negative
Reactions / Building Successful Experiences through Small
Attempts
Part 4 Changing the Individual Mindset
Story 5 Outgrowing Focus on Individual Work and Achievements 176
5-1 Differences in Mindsets 192
The Achievement Mindset Dominates Businesses / Moving from the Achievement Mindset to the Organization Development Mindset
5-2 Discussion with People You're in Conflict with 197
The Pattern in Connections That Don't Go Well / Discussing and Building a Cooperative Relationship with People You're in Conflict with / Using Appreciative Inquiry (AI) in Discussions
Part 5 Deepening and Expansion throughout the Organization as a Whole
Story 6 From Confrontation to Cooperation 204
6-1 Implementing Cooperation within a Group 221
How Conflicts and Confrontation Are Born in a Group / The Mindset Needed in Building Cooperative Relationships within a Group
6-2 The Growth and Development of an Organization or Workplace 227
What Is Self-organization? / Deepening Organization Development and the Growth and Development of an Organization or Workplace / Constant Discussion and Pursuit
Epilogue
What Does It Mean for an Organization to Change? 236
Afterword 243
References 245
