Some Intellectual Handles and Focal Issues: Preliminary Mapping of a Complex Territory. A Model and Two Biases for Coping with Change/Choice: A Place to Start. Three Perspectives on a Central Dilemma: Coping with the Constancy of Change/Choice. Bol dly Facing the Major Issues of Choice: Renewal and Revolution as Alternative Strategies. The Laboratory Approach and Organization Development (OD): Elaborating Two Conceptual Frameworks. OD as Technology or Transformation: What Is Involved? Toward a Heigh tened Individual [actual symbol not reproducible] Organization Exchange: As Growing Need and Present Goal. Rationale for a Second Edition: Is Another Time Around Really Necessary? -- Sect. 1. Some Orienting Perspectives. Ch. 1. The Laboratory Approach to Learning: Schema of a Method. Overall Features of the Laboratory Approach: Perspectives on Learning How to Learn. Greater Specificity About the Laboratory Approach: Perspectives on Confronting as the Basic Goal. Process as Complementary, Not All-Consuming : Four Emphases Concerning a Neglected Point. Ch. 2. The Laboratory Approach to Choice and Change: Values that Guide Applications for Individuals and Organizations. Some Common Goals for Individuals: Toward Authentic, Helping, Related Persons. Some Common Goals in Organizations: Toward the Nonbureaucratic Enterprise. Value Sensitivity in Dealing with Human Affect: The Normative Reach of the Laboratory Technology. Value Sensitivity in Dealing with OD: The Normative Grasp of the Laboratory Technology. OD and Behavior Modification: Brief Comparisons of Differential Emphases on Values. A Crucial Sense in Which OD Is Value Loaded: Cross-Cultural Applications of OD Interventions. Ch. 3. The Laboratory Approach to Organization Development: Perspectives on Practi ce and Theory. Perspectives on OD as Practice: Descriptions and Designs. Perspectives on OD as Theory, I: Why the Technology Seems to Work for Individuals. Perspectives on OD as Theory, II: Why the Technology Seems to Work in Large Organizations. Perspect ives on OD as Practice/Theory: Fine-Tuning Overbounded and Underbounded Systems -- Sect. 2. Some Interventions for Individuals. Ch. 4. Dealing with Individuals Where They Work: Applying Organization Development Values to Job and Career. Individual Adaptat ion to On-the-Job Trauma: The Case of the Thirteen Demotees. Individual Assessment of One's Work: Career Planning as a Regular Concern. Midlife Transition and Midcareer Crisis: A Special Case for Individual Development. Organizational Identification of In dividual Potential: The Assessment Center Strategy. Decreasing Turnover and Absenteeism by Making the Work Site More Rewarding: Dealing with Blue-Collar Blues. Ch. 5. Dealing with Dyads, Wherever: Applying Laboratory Values to Work, Home, and Social Setti ngs. Pairs Coping with On-the-Job Problems, I: Process Analysis and the Manager Who Loved in Nonobvious Ways. Pairs Coping with On-the-Job Problems, II: Character and Consequences of Third-Party Consultation. Husband and Wife Deal with Problems of Busines s Travel: Interfaces Between Work and Home. Organization Members Deal with Influence and Job Boundaries: An Exercise in Role Negotiation. Perspectives on a Potentially Explosive Social Dyad: Facilitating Black-White Relationships in Large-Scale Enterprise s. The Fundamental Dyad as It Appears in Collective Enterprise: Male-Female Relationships in Organizations / Sharon L. Connelly. Costs and Benefits of Interventions for Individuals: Some Generalizations -- Sect. 3. Some Group Interventions. Ch. 6. Bounded and Extended Interventions in Small Groups: Some Developmental Trends and Two Case Studies. Group Change via Laboratory Methods: Some Overall Tendencies. The Growing Emphasis on Team Development: A Prime Way of Applying the Laboratory Approach to Groups. One-Shot Intervention with an Executive Group: Case Study I. Time-Extended Intervention with a Law Enforcement Team: Case Study II / R. Wayne Boss. A Generic Issue in Group Designs: Fitting OD Interventions to the Properties of Different Groups. Costs an d Benefits of Group-Level Interactions: Some Generalizations.