Tag Archives: Lewin

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

Posted in Democracy, Gilmore Crosby, Lewin, Organization Development | Tagged , , | 1 Comment

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

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

T-Groups Applied to Industry

Posted in Culture Change, Emotional Intelligence, Leadership, Organization Development, Robert P Crosby, Systems Thinking, T-Groups | Tagged , , , , , , , , , , , , , , | Leave a comment

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

Posted in Organization Development | Tagged , , , , , , , , , , , , , | Leave a comment

Lean Manufacturing

The key to lean is Action Research. Giving credit to Kurt Lewin, those on the front lines continually assessed the current situation, created actions towards a desired state, implemented, evaluated and recycled the process. Americans frequently ‘bought’ the product at … Continue reading

Posted in Lean Manufacturing | Tagged , , , , , , , | Leave a comment

T-Group as Cutting Edge Post #5:

Implications for OD Practice The first major implication from what I have written above is that team and even some leadership development, not just T-group training, needs to be done with intact groups. This minimizes the problem of transfer of … Continue reading

Posted in T-Groups | Tagged , , , , , , , | Comments Off on T-Group as Cutting Edge Post #5:

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 , , , , , | Comments Off on T-group as Cutting Edge: Today? Really?

Leadership and Culture by Robert P. Crosby

The use of too much authority or the absence of authority are equally disastrous. The culture created by authoritarianism is well known. The culture encouraged by a vacuum of leadership is one of confusion, delay, and unproductive anxiety leading to … Continue reading

Posted in Leadership | Tagged , , , , , , | Leave a comment