Chapter 1

Action Research Model collecting and feeding back information; implementing action
programs
Change Agent person attempting to bring change
Client System person or organization that is being assisted
Creative Individualism questioning of peripheral norms; accepting of pivotal norms
External Practitioner person from outside who is resource for change
Internal Practitioner internal resource for change; could be manager
Norms organized and shared ideas; what members should do and feel; how behaviour should
be regulated
OD Practitioner people using and assisting other to implement OD
OD Specialist professional specialized and trained in OD
Organization Culture system of shared meanings; includes language, dress, values, norms
Organization Development (OD) planned strategy to bring about change
Peripheral Norms support and contribute to pivotal norms
Pivotal Norms essential to organizations objective
Psychological Contract expectations between individual and organization
Socialization process of individual adjusting to organizations culture

Chapter 2
Client System - Organization employing practitioner; Assist them in planning change
Closed systems- Self-contained; Isolated from environment
Content - Task of the group
Contingency approach - Attempt to determine proper management technique
Dynamic equilibrium - Steady state; Reacting with environment
Entropy - Movement toward disorder; Eventual termination
Feedback - Results and reaction from behavior
Future shock - Inability to cope with rapid change
Horizontal Corporation - Flattening hierarchical organizational charts; Reduction in layers of
management.
Hyperturbulent Environment - Rapid change
Open system - Interrelated and acts with environment
Organization renewal - Ongoing process of building innovation into organization
Organization transformation (OT) - Coping with unplanned change; Changes organization
form (revolution)

Participant-observer - Actively participate while being aware of group process

Process observation - Technique used in examining groups
Reactive management - Waits until something is problem before reacting
Renewing/transformational management - Plans for change; Makes contingency plans
Satisficing management - Does only what is necessary to get by
Sluggish management - Based on low risk and formalized procedures
Sociotechnical System - Open system of coordinated human and technical activities; Consists
of five major subsystems
Stable environment - Unchanging basic products and service; Static level of competition;
Slow, steady rate of growth
System - Set of interrelated elements; Unified to achieve a goal or purpose
Systems approach - Concerned with relationships among departments and; Interdependencies
between elements and external environment
Task activities - What the group does
Team process - How group works; Relationships among team members