Tag Archives: whole systems change
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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Addy Clip Three – Goal Alignment
High performance is possible in any organization. In this brief video (1 minute and 41 seconds), the third in a series, our founder describes a process that quickly aligned and engaged an industrial plant that went on to meet and … Continue reading
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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Organization Alignment
Your business success depends on how well you and your employees interact to ensure that everyone in all departments get what they need, when they need it. This fact is not a problem to solve, rather it is an honor … 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
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 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 Authority, Culture Change, Lewin, OD, Organization Development, Robert P Crosby, T-Groups, whole systems change
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Examples of Work Culture Shifts
From: Finding fault and Blame To: “Make it work” – Take responsibility From: Language of “I’ll try” To: “I’ll do it” From: Low trust and morale To: High trust and morale From: Low concern for safety … Continue reading
T-Groups – “…the most significant social invention of the (20th) century.”
T-Groups are a unique learning methodology invented in 1946 by Kurt Lewin, who many consider the founder of organizational development. Carl Rogers, a renowned psychotherapist, reportedly described the T-Group as “…the most significant social invention of the century.” We strongly agree. … Continue reading
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