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Book chapter
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Reference no. BEP7355
Chapter from: "Strategic Engagement Practical Tools to Raise Morale and Increase Results Volume I: Core Activities"
Published by: Business Expert Press
Originally published in: 2019

Abstract

This chapter is excerpted from 'Strategic Engagement Practical Tools to Raise Morale and Increase Results Volume I: Core Activities'. Volume I of Strategic Engagement covers four core activities from my unique graduate experience under the tutelage of Robert P Crosby. The activities include two forms of third-party conflict (boss-employee and employee-employee), transition meetings, and work team development. Robert P Crosby is a unique figure in Organization Development (OD). Despite only needing a few more credits, he bypassed a doctorate (had no plans to teach) to pursue his drive to apply learnings in group dynamics to various settings. Ironically, while continually 'applying' at all levels of organizations and being mentored for three decades by Dr Ronald Lippitt, he created and taught a graduate program for a quarter century. OD significantly expanded after World War II, with the first T-Group experience in 1947. Crosby, whose first T-Group was in 1953, is an integrator who solves client problems rather than impose any one theory. His corporate graduate program within Alcoa included managers and hourlies (often unionized) who were expected to implement their learnings after each module to create better results and higher morale. Kurt Lewin, the T-Group creator, fled Hitler and studied how authority is manifested in leaders. Lewin is called 'the practical theorist'. These weeklong T-Group modules were created to ensure immediate relevance to the workplace. Marvin Weisbord quoted Lewin in his foundational book Productive Workplaces (2012, 3rd Edition, p 92): 'Autocracy is imposed on the individual', he wrote (pp 81-82). 'Democracy he has to learn!'... a core technology of leader development to this day'. Robert P Crosby's perspective on OD was highly influenced by his extensive work at the floor level. Through his unique experience and mentorships, he created a theory of authority in systems (see Strategic Organizational Alignment, Chapter 1: Authority). Volume I and Volume II are filled with activities to create movement in your organizations to directly impact the bottom line while positively engaging your employees. Volume II focuses on system-wide activities and includes group-to-group conflict, goal alignment, process improvement, and project or major initiative.

About

Abstract

This chapter is excerpted from 'Strategic Engagement Practical Tools to Raise Morale and Increase Results Volume I: Core Activities'. Volume I of Strategic Engagement covers four core activities from my unique graduate experience under the tutelage of Robert P Crosby. The activities include two forms of third-party conflict (boss-employee and employee-employee), transition meetings, and work team development. Robert P Crosby is a unique figure in Organization Development (OD). Despite only needing a few more credits, he bypassed a doctorate (had no plans to teach) to pursue his drive to apply learnings in group dynamics to various settings. Ironically, while continually 'applying' at all levels of organizations and being mentored for three decades by Dr Ronald Lippitt, he created and taught a graduate program for a quarter century. OD significantly expanded after World War II, with the first T-Group experience in 1947. Crosby, whose first T-Group was in 1953, is an integrator who solves client problems rather than impose any one theory. His corporate graduate program within Alcoa included managers and hourlies (often unionized) who were expected to implement their learnings after each module to create better results and higher morale. Kurt Lewin, the T-Group creator, fled Hitler and studied how authority is manifested in leaders. Lewin is called 'the practical theorist'. These weeklong T-Group modules were created to ensure immediate relevance to the workplace. Marvin Weisbord quoted Lewin in his foundational book Productive Workplaces (2012, 3rd Edition, p 92): 'Autocracy is imposed on the individual', he wrote (pp 81-82). 'Democracy he has to learn!'... a core technology of leader development to this day'. Robert P Crosby's perspective on OD was highly influenced by his extensive work at the floor level. Through his unique experience and mentorships, he created a theory of authority in systems (see Strategic Organizational Alignment, Chapter 1: Authority). Volume I and Volume II are filled with activities to create movement in your organizations to directly impact the bottom line while positively engaging your employees. Volume II focuses on system-wide activities and includes group-to-group conflict, goal alignment, process improvement, and project or major initiative.

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