Category Archives: Gilmore Crosby

Democracy, OD, and Ukraine

The President of Finland told Putin to “Look in the mirror.” We in the US should do the same. Please grant me your time and attention as I make the case for, and the connection between, democratic values in leadership, … Continue reading

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Democracy in politics and in the workplace

The following is in response to an on-line discussion between several colleagues which started with a post about the possible decline of democracy in the US, and went on to ponder whether that was caused by capitalism: I do think … Continue reading

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Gilmore Crosby on Lewin’s Situational Model of Leadership published in the Journal of Applied Behavioral Science!

We’re pleased to announce yet another cutting edge publication, this in the prestigious JABS! Gilmore Crosby has translated Lewin’s writings into a visual model and into a new understanding important and applicable to any leader. Here is the visual: Read … Continue reading

Posted in Change, Culture Change, Gilmore Crosby, Leadership, Lewin, Organization Development, Systems Thinking | Tagged , , | Leave a comment

Lewin on Racism: The Methods Exist, The Will is Required

The tools exist to greatly decrease racism in the United States. The time has come to use them. Social Scientist Kurt Lewin (1890-1947) demonstrated that “incorrect stereotypes” (prejudices) are functionally equivalent to wrong concepts (theories),” and could be changed through … Continue reading

Posted in Culture Change, Diversity, Gilmore Crosby, Groupdynamics, Lewin, Organization Development, Racism, Systems Thinking | Tagged , , , , , , | Leave a comment

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 , , , , , , , , , , , , | Leave a comment

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

Posted in Change Management, Culture Change, Emotional Intelligence, Gilmore Crosby, Leadership, Organization Development, T-Groups | Tagged , , , , , , , , | Leave a comment

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

Posted in Change Management, Cross-Functional Work, Culture Change, Emotional Intelligence, Friedman, Gilmore Crosby, Groupdynamics, Leadership, Matrixed Work, Organization Development, Robert P Crosby, Systems Thinking, T-Groups | Tagged , , , , | 1 Comment

Where lies the issue? The individual or the system?

I was recently queried about how to address poor performance by a front line supervisor. Here is my response: Agreed, the issue may lie with the supervisor. In my experience, however, many leap to that, because they don’t know where … Continue reading

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HeQ, SheQ, and the Three Bears

Once upon a time twin babies were born. Because the babies had a full range of feelings, from happy to sad, mad, afraid and every nuance in between, and because the twins showed what they were feeling without hesitation, the … Continue reading

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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

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