Category Archives: Organization Development
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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Engagement for the Bottom Line: Do you have a strategy to engage all layers of your organization?
Research consistently draws a direct correlation between employee engagement and business results. Indeed, the top 25% of companies in a recent study of workplace engagement (involving 25 million employees in 195 countries) had significantly better: Productivity Customer Ratings Turnover Absenteeism … Continue reading
The Cost of Doing Nothing versus OD Results
Effective Organization Development (OD) is not a needless expense, nor is it a luxury. It is part of a sound strategy to meet or exceed business performance expectations. The cost of staying stuck at or near your current performance is … Continue reading
Putting Your Skin in the Game: The OD Practitioner as Organizer
The following is an excellent description of Crosby & Associates’ approach to Organization Development (OD), written by our founder and reprinted from the OD Practitioner, Vol 27, #2&3, 1995. It is also a solid guide for sponsors and agents of change: Some 20 … Continue reading
Leadership, Authority, and Emotional Intelligence – A Case Study from the PECO Nuclear Turnaround
Abstract: The following is written from a practitioner’s point of view. The hypothesis is that organizations that respect the role of emotion in human systems, in concert with other variables such as role, goal, and decision clarity, will meet or … Continue reading
Posted in Change Management, Culture Change, Emotional Intelligence, Leadership, Organization Development
Tagged Authority, change management, Culture Change, employee involvement, EQ, Leadership, Leadership Development, Nuclear, OD, Organization Development, Robert P Crosby, Systems Thinking, whole systems change
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A future of Organization Development (OD)
Despite the ancient wisdom, “there is nothing new under the sun,” many OD practitioners and their customers seem to be addicted to finding what is “new.” This habit has been manifested over the past few decades through a constant stream … Continue reading
T-group as Cutting Edge: Today? Really?
An edited version of the following appears in a recent edition of the ODPractitioner The author, Robert P Crosby, is trained by the founders of Organization Development (OD). His first “Training-group” (T-group) was in 1953 followed by “Train-the-Trainers” with Lippitt, … Continue reading
Posted in Organization Development, T-Groups
Tagged Culture Change, Lewin, OD, Organization Development, Robert P Crosby, T-Groups
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Challenging Lewin, and the foundations of OD
The following is my response to a post by a colleague on the OD Network list serve. I hope you agree it was worth re-posting here. After mentioning a few places we converged, I wrote the following: I do think … Continue reading
Posted in Organization Development
Tagged Change, Force Field Analysis, Lewin, OD, Self-Organizing Systems
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Crosby & Associates Leadership and Organization Development Blog 