Donald L. Anderson 
Organization Development 
The Process of Leading Organizational Change

Organization Development: The Process of Leading Organizational Change, Sixth Edition offers a comprehensive look at individual, team, and organizational change, covering classic and contemporary organization development techniques. Today′s practitioners seek a solid foundation that is academically rigorous, but also relevant, timely, practical, and grounded in OD values and ethics. In this bestselling text, author Donald L. Anderson provides  students with the organization development tools they need to succeed in today’s challenging environment of increased globalization, rapidly changing technologies, economic pressures, and evolving workforce expectations.



The new 
Sixth Edition has been updated to reflect the latest research. New cases, chapter learning objectives, examples, sections on diversity, equity, and inclusion, and the impact of COVID-19 on the workplace provide readers with the latest information on OD best practices.

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Chapter 1 • What Is Organization Development?

Chapter 2 • History of Organization Development

Chapter 3 • Core Values and Ethics of Organization Development

Chapter 4 • Foundations of Organizational Change

Chapter 5 • The Organization Development Practitioner and the OD Process

Chapter 6 • Entry and Contracting

Chapter 7 • Data Gathering

Chapter 8 • Diagnosis and Feedback

Chapter 9 • An Introduction to Interventions

Chapter 10 • Individual Interventions

Chapter 11 • Team Interventions

Chapter 12 • Whole Organization and Multiple Organization Interventions

Chapter 13 • Organization Culture and Design Interventions

Chapter 14 • Sustaining Change, Evaluating, and Ending an Engagement

Chapter 15 • Global Issues in Organization Development

Chapter 16 • The Future of Organization Development

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Donald L. Anderson, Ph.D., University of Colorado, teaches organization development at the University of Denver and organization design at the University of Colorado, Boulder. He is a practicing organization development consultant and has consulted internally and externally with a wide variety of organizations, including Fortune 500 corporations, small businesses, nonprofit organizations, and educational institutions. Dr. Anderson’s research interest is in discourse in organizational and institutional settings, and his studies of organizational discourse and change have been published in journals such as the Journal of Organizational Change Management, Gestion, and Journal of Business and Technical Communication. He is the author of the text Organization Design: Creating Strategic and Agile Organizations (SAGE, 2019) and editor of the text Cases and Exercises in Organization Development & Change (2nd ed., SAGE, 2017).