Kurt Lewin (1890 -1947) was a visionary psychologist and social scientist who used rigorous research methods to establish an approach to planned change that is both practical and reliable. He mentored and inspired most of the early professionals who came to identify themselves as practitioners of organization development (OD).
Kurt Lewin (1890 -1947) was a visionary psychologist and social scientist who used rigorous research methods to establish an approach to planned change that is both practical and reliable. He mentored and inspired most of the early professionals who came to identify themselves as practitioners of organization development (OD).
Gilmore Crosby is the president of Crosby & Associates. He has expertise in Leadership, Learning, and Organization Development. He has over three decades of experience, including management postions in five organizations. He has deep experience in facilitating performance improvement through initiatives such as coaching and team development (from upper management to the floor), process improvement, assessment methodologies (organizational, team, and individual), conflict resolution, and other OD and change management solutions. Responsible for design, development, and delivery of innovative learning solutions, ranging from individual coaching to accredited leadership development programs.
Inhaltsangabe
Introduction I: Lewinian Principles of Planned Change 1: Lewinian Principles of Planned Change II: A Brief Biography 2: The German Years 3: The USA Years III: Methods and Theories 4: A Universal Theory of Social Science 5: Planned Change 6: Group Dynamics and Leadership 7: Social Science and Politics 8: Education, Re-education & Training 9: Social Justice and Change 10: The Birth of the T-group 11: Organization Development IV: Planned Change Now 12: T-groups and OD 13: The Past, Present, and Future of Planned Change APPENDICES Appendix A: The Interpersonal Gap Appendix B: The PECO Nuclear Turnaround Appendix C: KRID Bibliography
Introduction I: Lewinian Principles of Planned Change 1: Lewinian Principles of Planned Change II: A Brief Biography 2: The German Years 3: The USA Years III: Methods and Theories 4: A Universal Theory of Social Science 5: Planned Change 6: Group Dynamics and Leadership 7: Social Science and Politics 8: Education, Re-education & Training 9: Social Justice and Change 10: The Birth of the T-group 11: Organization Development IV: Planned Change Now 12: T-groups and OD 13: The Past, Present, and Future of Planned Change APPENDICES Appendix A: The Interpersonal Gap Appendix B: The PECO Nuclear Turnaround Appendix C: KRID Bibliography
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