Introduction to the Book Part 1: The Concepts and Approaches Introduction to Part 1 Chapter 1: From Trainer to Consultant in 5 Not-So-Easy Steps Chapter 2: Learning in Context: Adult Education and Organization Development - a Natural Partnership Chapter 3: The Myth of the Self-Managing Team Chapter 4: Collaborative Processes for Collaborative Organizational Design: The Role of Reflection, Dialogue and Polarity Management in Creating an Environment for Organizational Learning Chapter 5: Envisioning the Future in Organizations: From Theory into Practice Part 2: Research in Organization Development Introduction to Part 2 Chapter 6: Formalizing the Informal: From Informal to Organizational Learning in the Post-industrial Workplace Chapter 7: Models of Organizational Learning: Paradoxes and Best Practices in the Post- industrial Workplace Chapter 8: Context is Critical: Supporting Interprofessional Teams in Primary Health Care Chapter 9: Developing and Sustaining High Performance Teams: Managing Difference through an Action Research Approach Part 3: Original Case Studies from the Field Introduction to Part 3 Chapter 10: Alternatives to Hierarchy in Feminist Organizational Design: A Case Study Chapter 11: Changing Policy from the Inside-Out: Organizational Learning in the Health-Care Context Chapter 12: The Role and Influence of Culture and Context in the Development of International Communities of Practice Among Organization Development Practitioners Chapter 13: The Courage to Lead, the Wisdom to Follow: Shared Leadership for High Performance Part 4: Teaching Organization Development Introduction to Part 4 Chapter 14: Authentic Graduate Education for Personal and Workplace Transformation Chapter 15: Managing the Action/Reflection Polarity in the OD Classroom: A Path to Transformative Learning Chapter 16: Structure Versus Emergence in the Leadership of Online Distance Education Chapter 17: Capturing the Magic of Classroom Training in Blended Learning Chapter 18: Current and Future Trends in OD Conclusion.