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Volume 19 of Research in Organizational Change and Development includes chapters by an international diverse set of authors including Michael Beer, Victor J. Friedman, Luis Felipe Gómez and Dawna I. Ballard, Ethan S. Bernstein and Frank J. Barrett, Karen J. Jansen and David A. Hofmann, Guido Maes and Geert Van Hootegem, Tobias Fredberg, Flemming Norrgren and Abraham B. (Rami) Shani, and William A. Pasmore. The ideas expressed by these authors are as diverse as their backgrounds.

Extending the argument made in Bushe and Marshak (2009) of the emergence of a new species of Organization Development (OD) that we label Dialogic, to differentiate it from the foundational Diagnostic form, we argue that how any OD method is used in practice will be depend on the mindset of the practitioner. Six variants of Dialogic OD practice are reviewed and compared to aid in identification of a Weberian ideal-type Dialogic Mindset, consisting of eight premises that distinguish it from the foundational Diagnostic Mindset. Three core change processes that underlie all successful Dialogic OD processes are proposed, and suggestions for future research offered.

How can leaders adopt a mindset that maximizes learning, remains responsive to short-term emergent opportunities, and simultaneously strengthens longer-term dynamic capabilities of the organization? This chapter explores the organizational decisions and practices leaders can initiate to extend, strengthen, or transform “ordinary capabilities” (Winter, 2003) into enhanced improvisational competence and dynamic capabilities. We call this leadership logic the “jazz mindset.” We draw upon seven characteristics of jazz bands as outlined by Barrett (1998) to show that strategic leaders of business organizations can enhance dynamic capabilities by strengthening practices observed in improvising jazz bands.

A common concern raised in opposition to Appreciative Inquiry (AI) is that a focus on life-giving images in organizations tends to suppress negative voices. It is supposed that AI sees little value in skeptical, cynical, or negative perspectives. However, when AI is properly understood, all voices – both positive and negative – are seen as essential to the life of organization. The challenge is to create an atmosphere in which the cynical voice, rather than perpetuating dysfunction, can be tapped to build generativity. This chapter describes how to accomplish this objective through the use of analogic inquiry, thus exploring the focus on generativity that is central to AI.

In this chapter we are exploring Appreciative Inquiry within organizations through the dialogic process in its relational aspect. The present discussion is composed of four parts: An exploration of the myriad meanings of dialogue and a description of a useful orienting platform, dialogue as “discursive coordination.” We then turn to the pivotal function of dialogue in the organizing process and the development of a vocabulary of discursive action with practical consequences for effective organizing. We next turn to the problematic potentials of dialogue. A contrast between generative and degenerative dialogue enables us to explore how certain forms of coordination ultimately lead to organizational growth or demise. Among our conclusions we propose that dialogue originates in public, is a form of joint-action, is embodied and contextually embedded, as well as historically and culturally situated. Dialogue may serve both positive and negative ends. Described are four aspects of dialogue – an emphasis on affirmation, productive difference, coherence, and temporal integration. Appreciative inquiry adds an enormously important element to the transformative potentials of dialogue. Other transformative practices and potentials are also described.

Purpose – Using sexual harassment in Japan as a case, this research illustrates how local gender culture, particularly sexual harassment consciousness, has changed since initial local legal reform.

Design/methodology/approach – The historical analysis draws on national newspaper reporting of a fairly new concept of sexual harassment into a local society.

Findings – My findings suggest that Japanese actively engaged in, rather than rejected, the new social issue; their active response gave rise to social consciousness toward sekuhara especially and sex discrimination more generally. Broader and more inclusive definitions of sexual harassment appeared in Japan than the original international legal definitions. Local–international interactions effectively shaped such outcomes.

Originality/value – This is the first qualitative and quantitative analysis of the media's portrayals of sexual harassment in Japan.

Drawing from a social constructionist theory and its related practices, we propose the realization of transformative dialogue, a form of dialogue that may bring conflicting communities into more viable forms of coordination. We outline a range of conversational resources stressing relational responsibility, self-expression, affirmation, coordination, reflexivity, and the co-creation of new realities. The analysis is further extended through a case study of improvisation and organizational change. There is no attempt in the present article to suggest a set of relational rules. The attempt is to generate a potentially useful vocabulary of action, rather than a set of rules for negotiating among incommensurate realities.

Our aim in this chapter is twofold: first, to review briefly the history of the hermeneutic traditions; second, to examine its influence in organization studies. We begin with a review of hermeneutic philosophy including ancient Greek origins and Biblical hermeneutics. We then delve more deeply into the work of 20th-century hermeneutic philosophy, particularly Heidegger, Gadamer, and Ricoeur, to demonstrate how hermeneutics became a field that is concerned not only with texts but also with verbal and nonverbal forms of action and the preunderstanding that makes any interpretation possible. Finally, we explore how hermeneutic philosophers claim that interpretation is the mode by which we live and carry on with one another. In the third section, we suggest that the field of organizational studies has discovered the relevance of hermeneutic theory, a rarely explicitly acknowledged debt. In particular, we outline the influence of hermeneutic theory on several figural areas, including culture, sensemaking, identity, situated learning, and organizational dialogue.

Where international nonviolence organizations have increasingly become key players in both the development and evaluation of effective nonviolent movements, little scholarly attention has been given to their role in transnational mobilization. In this chapter, I present new data on a growing population of nonviolent protest INGOs, a transnational nonviolence network, working to globally spread tactical knowledge and resources. To examine determinants of how this population has grown as a whole, I employ negative binomial regression analysis to weigh the effect of nonviolent protest, social movements, and world society theories on nonviolent INGO expansion. I then examine how this network and its ties to different world regions have changed over the latter half of the twentieth century. I find it has been most significantly shaped by the expansion of global political and civil society networks, global human rights work, and a global discourse about nonviolence. The purpose here is to expand knowledge of the global institutional foundations of transnational protest resources, opportunities, and discourse among nonviolent movements.