This book offers a comprehensive account of work now being done on the frontiers of organizational theory and practice. In 23 chapters, leading authorities on management, organizational behavior, and organizational development offer insights on career development, organizational change, leadership, and research methods. In the first part of the book the authors focus on the relationships between individuals and organizations. The authors describe how to help individuals find personal meaning and examine ways of assisting managers in career transitions. The second part of the book examines the processes of organizational design and change. The authors describe ways to enhance diagnosing, planning, and leading complex change projects - and present an approach for dealing with resistance to change based on research on the grieving process. They also offer advice on democratizing organizations to achieve real worker autonomy and self-management. In the third part of the book, the authors provide new insights on the role of leadership in shaping organizational culture - and on how culture affects leadership styles. They explore the roles that myths and rituals play in creating, maintaining, and guiding organizations; show how conflict can present opportunities to leaders; and describe five conflict-handling strategies, with guides on when to use them. In addition, they investigate the important role of values in managerial decision making and discuss the ethical diminsions of OD for practictioners. The chapters in the fourth part describe new developments and trends in organizations research, arguing that new methods are needed to understand the complexity of people and organizations. The authors explore the role of feedback, self-reflection, and the unforeseen in organizational research, and discuss ways of integrating the different approaches and directions used in social and behavioral research.