Category Archives: Change Management
Keys to Success (in Citizen Involvement)
A new article by our founder on his application of OD to citizen involvement in government! https://www.spokesman.com/…/2021/aug/03/keys-to-success/
Work culture as a restraining or a driving force in change management
A colleague posted about the importance of effective change management in concert with project management. He lives and works in an country with an authoritarian government. According to Kurt Lewin (1890 – 1947), broadly acknowledged as the founder of organization … Continue reading
Posted in Alignment, Change Management, Cross-Functional Work, Culture Change, Gilmore Crosby, Groupdynamics, Leadership, Matrixed Work, Organization Development, Robert P Crosby, Systems Thinking
Tagged Authority, Change, change management, Culture, Engagement, Implementation, Leadership, Nuclear, OD, Performance, Systems, Systems Thinking, vision
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From Conflict to Collaboration – A true T-group story
Be the change you wish to see in the world. —Mahatma Gandhi The T-Group based workshop has just begun. The 24 participants and the 3 faculty members have introduced themselves, and the CEO (who is himself participating) has briefly explained … Continue reading
OD Soup a la Crosby
An OD student recently asked about favorite OD models on a social media site. Here, with a pinch of pepper, is my reply: I appreciate Edwin Friedman for putting leadership into a systems perspective. It’s not a visual model. It’s … Continue reading
How Not to Implement Change
Take a hands off approach. Keep your distance. Don’t explain the “why” of the change. Handle “resistance,” by putting people through training so they will “embrace change” (“Who Moved My Cheese” being a prime example). “Hold people accountable to embrace … Continue reading
Posted in Change Management, Gilmore Crosby, Leadership
Tagged change management, Leadership, vision
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Leadership Can Be Learned, Gilmore Crosby’s new book, is out!
The following is excerpted with permission: Introduction Despite all that has been written on the subject, the premise of this book is that leadership is poorly understood because human systems are poorly under- stood. Like the paradigms of old, which … Continue reading
Posted in Alignment, Change Management, Cross-Functional Work, Culture Change, Emotional Intelligence, Friedman, Gilmore Crosby, Leadership, Lean Manufacturing, Matrixed Work, Organization Development, Safety Culture, Systems Thinking
Tagged Authority, Change, change management, Conflict, Culture Change, Emotional Intelligence, Engagement, EQ, Forming, Friedman, Gandhi, Group Dynamics, Implementation, Leadership, Leadership Development, Lewin, Nuclear, OD, Organization Development, Patton, Performance, Personality Theory, Reptilian Brain, SAT, Supervisory Skills, Systems Thinking, Tuckman, vision, Wallen, whole systems change
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Matrixed Work, Authority & Hierarchy
I recently posted this to an OD group: I wrote this in the middle of the night last night, not specifically as a response to this string, but it is relevant. I was actually stimulated by my search, with the … Continue reading
Addy Clip #2 – Key Factors in Engagement
High performance is possible in any organization. In this brief video (5 minutes), the second in a series, our founder explores the steps taken to engage work groups.
Authority & Performance: Addy Clip #1
High performance is possible in any system with the right blend of clear authority and engagement. In this brief video (9 minutes and 15 seconds), the first in a series, our founder explores the steps taken that have led to … Continue reading
Posted in Alignment, Change Management, Culture Change, Emotional Intelligence, Leadership, Organization Development, Robert P Crosby, Systems Thinking, T-Groups
Tagged Authority, Change, change management, crosbyod.com, Culture Change, Emotional Intelligence, employee involvement, Leadership, Leadership. Authority, OD, Organization Development, Robert P Crosby, Systems Thinking, whole systems change
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Tuckman Revisited (Again)
I’ve always found Tuckman’s model of group development (form, storm, norm and perform) useful in understanding group dynamics. As with any individual, group or cultural awareness, if you are unaware you are more likely to be swept along in predictable and counter-productive reactions; … Continue reading
Posted in Change Management, Emotional Intelligence, Leadership, Organization Development, Systems Thinking
Tagged Conflict, Forming
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Crosby & Associates Leadership and Organization Development Blog 