Having retired, my research has become limited to working with my colleague, Professor Richard W. Stackman of the University of San Francisco. As a follow-up to our book collaboration, we are working on generating two or three article-length manuscripts on organizational change. First, we introduced the concept of "change ally" in the book. This is an organizational role found in addition to those of change manager, change agent, and change recipient. We have begun our musings with a rudimentary paper ("primitive" is another descriptor), "Tensions in Leading Change" (presented to annual meeting of Western Academy of Management; Missoula, Montana: March 2007). We intend to further define and study this role.
Second, there has been an explosion of books on organizational change in the past decade. Typically, such books outline what one should do in leading change (build trust, over-communicate, and so forth). Less well treated is how one actually goes about doing such things. Thus we are working on a paper that merges what should be done with how one should go about it so as to ensure that such change efforts result in more effective organizations.
Third, we are beginning
to examine the role that emotions play in organizational change, and the implications
for the managing thereof. This is in the embryonic, talk-about-it-over-dinner,