List of Tables Acknowledgments Chapter 1 Introduction The book''s argument A first glance on the concept of habitus The book''s goals The habitus-oriented OD (HOOD) as a helping profession HOOD''s dual perspective Wedding of Organization Development (OD) and Critical Management Studies (CMS) Who are the readers of the book? What is not in the book? A few words about methodology The book''s chapters Chapter 2 A short Overview of the OD Field 1940s-1950s: Kurt Lewin and OD''s ideological, theoretical and practical foundations 1960s: The psychologists'' era and the individualistic orientation 1970s-1980s: The structural orientation and the consultants'' era 1990s-2000s: The scholar-practitioners'' era and the postmodern constructionist orientation HOOD vs. Appreciative Inquiry and Dialogic OD Chapter 3 Taking Bourdieu to Practice: Toward a Habitus-Oriented OD (HOOD) Agent Structure theories and the need for the concept of habitus Habitus as a site in which structure and practice meet Notes on the epistemological roots of Bourdieu''s theory of action The self as a source of thinking and behavior The habitus as a source of thinking and behavior The hysteresis effect Capital and position Field Strategies and the field''s doxa Symbolic violence Social equilibrium and relational theory of practice Chapter 4 Organization Development and Society Individualism, blame and control Managerialism OD''s humanistic values OD''s Managerialist perspective Back to OD''s big dilemma: Moral and effective consultancy OD as a bridge between organizations and society Macro emancipation Micro emancipation Chapter 5 HOOD and Resistance to Change (RTC) The chapter''s argument and goal RTC and the individual RTC and social context RTC and social construction Case study: Kimono RTC and HOOD Chapter 6 HOOD in Action The chapter''s argument and goal Case study: the surgery department HOOD: problem solving and change Chapter 7 HOOD''s Objectives in OD Change Processes Habitus and social continuity Habitus and social change HOOD''s objectives HOOD in OD practices Chapter 8 Concluding discussion Overcoming the personal-social dichotomy Moral and effective consulting Criticizing managerialism is not anti-manager HOOD as a bridge between organizations and society Empowerment, emancipations and social structure The skills required to operate in accordance with HOOD Chapter 9 Summary and future research Why habitus-oriented OD and not self-oriented OD? Why habitus-oriented OD and not culture-oriented OD? Criticism and the duty to offer an alternative practical approach HOOD in other social fields Future research Author Biography Index A few words about methodology The book''s chapters Chapter 2 A short Overview of the OD Field 1940s-1950s: Kurt Lewin and OD''s ideological, theoretical and practical foundations 1960s: The psychologists'' era and the individualistic orientation 1970s-1980s: The structural orientation and the consultants'' era 1990s-2000s: The scholar-practitioners'' era and the postmodern constructionist orientation HOOD vs. Appreciative Inquiry and Dialogic OD Chapter 3 Taking Bourdieu to Practice: Toward a Habitus-Oriented OD (HOOD) Agent Structure theories and the need for the concept of habitus Habitus as a site in which structure and practice meet Notes on the epistemological roots of Bourdieu''s theory of action The self as a source of thinking and behavior The habitus as a source of thinking and behavior The hysteresis effect Capital and position Field Strategies and the field''s doxa Symbolic violence Social equilibrium and relational theory of practice Chapter 4 Organization Development and Society Individualism, blame and control Managerialism OD''s humanistic values OD''s Managerialist perspective Back to OD''s big dilemma: Moral and effective consultancy OD as a bridge between organizations and society Macro emancipation Micro emancipation Chapter 5 HOOD and Resistance to Change (RTC) The chapter''s argument and goal RTC and the individual RTC and social context RTC and social construction Case study: Kimono RTC and HOOD Chapter 6 HOOD in Action The chapter''s argument and goal Case study: the surgery department HOOD: problem solving and change Chapter 7 HOOD''s Objectives in OD Change Processes Habitus and social continuity Habitus and social change HOOD''s objectives HOOD in OD practices Chapter 8 Concluding discussion Overcoming the personal-social dichotomy Moral and effective consulting Criticizing managerialism is not anti-manager HOOD as a bridge between organizations and society Empowerment, emancipations and social structure The skills required to operate in accordance with HOOD Chapter 9 Summary and future research Why habitus-oriented OD and not self-oriented OD? Why habitus-oriented OD and not culture-oriented OD? Criticism and the duty to offer an alternative practical approach HOOD in other social fields Future research Author Biography Index amp;lt;/P> Chapter 3 Taking Bourdieu to Practice: Toward a Habitus-Oriented OD (HOOD) Agent Structure theories and the need for the concept of habitus Habitus as a site in which structure and practice meet Notes on the epistemological roots of Bourdieu''s theory of action The self as a source of thinking and behavior The habitus as a source of thinking and behavior The hysteresis effect Capital and position Field Strategies and the field''s doxa Symbolic violence Social equilibrium and relational theory of practice Chapter 4 Organization Development and Society Individualism, blame and control Managerialism OD''s humanistic values OD''s Managerialist perspective Back to OD''s big dilemma: Moral and effective consultancy OD as a bridge between organizations and society Macro emancipation Micro emancipation Chapter 5 HOOD and Resistance to Change (RTC) The chapter''s argument and goal RTC and the individual RTC and social context RTC and social construction Case study: Kimono RTC and HOOD Chapter 6 HOOD in Action The chapter''s argument and goal Case study: the surgery department HOOD: problem solving and change Chapter 7 HOOD''s Objectives in OD Change Processes Habitus and social continuity Habitus and social change HOOD''s objectives HOOD in OD practices Chapter 8 Concluding discussion Overcoming the personal-social dichotomy Moral and effective consulting Criticizing managerialism is not anti-manager HOOD as a bridge between organizations and society Empowerment, emancipations and social structure The skills required to operate in accordance with HOOD Chapter 9 Summary and future research Why habitus-oriented OD and not self-oriented OD? Why habitus-oriented OD and not culture-oriented OD? Criticism and the duty to offer an alternative practical approach HOOD in other social fields Future research Author Biography Index ;lt;/LI> Strategies and the field''s doxa Symbolic violence Social equilibrium and relational theory of practice Chapter 4 Organization Development and Society Individualism, blame and control Managerialism OD''s humanistic values OD''s Managerialist perspective Back to OD''s big dilemma: Moral and effective consultancy OD as a bridge between organizations and society Macro emancipation Micro emancipation Chapter 5 HOOD and Resistance to Change (RTC) The chapter''s argument and goal RTC and the individual RTC and social context RTC and social construction Case study: Kimono RTC and HOOD Chapter 6 HOOD in Action The chapter''s argument and g.