He has read thousands of journal articles and studies in the past 4 years while working on his PhD in Organizational Psychology at Capella University. His research is being used to create a valid change assessment for organizational change initiatives.
Designing, formulating, and implementing effective strategic organizational change is a multidisciplinary approach requiring knowledge and experience from 3 separate professional disciplines:
(1) Corporate strategy,
(2) Change management, and
(3) Organization development.
In a perfect world, we could assemble a virtual Peter Drucker, virtual John Kotter, and virtual Kurt Lewin to work together supporting a project in our organization.
This site aims to be a modern-day substitute. Material curated on this site is dedicated to examining the latest and greatest theories, research and practices from all three disciplines.This site will examine Strategic Organizational Change in a comprehensive fashion. Among other things, we will gather theories, tools, methods, stories, and research relating to these three disciplines.
Part of the exploration is experimenting with ways of "mixing and matching" different pieces from these 3 different puzzles, including ...
- Early days of management theory with Drucker, strategy & structure with Chandler, then competitive strategy with Porter.
- McKinsey, Boston Consulting Group, and others create the corporate strategy consulting market.
- Corporate strategy's pesky "people" problem.
- The rise and fall of OD.
- The rise of CM, including Kotter's definition & the first ever published model from McKinsey in a scholarly journal.
- Types of organizational change (Nadler-Tushman)
- Organizational change roles (Cawsey, Desza, and Ingols, 2012)
- Models: Academic (Armenakis, Beckhard-Harris, etc.) versus Practitioners (ADKAR, etc.)
- Methodologies (too many to name).
Credential as a Practitioner
I have also worked in many, many recognizable organizations. This is important because:
This research is grounded
in real organizations
