© 2017

The Palgrave Handbook of Organizational Change Thinkers

  • David B. Szabla
  • William A. Pasmore
  • Mary A. Barnes
  • Asha N. Gipson


  • First handbook to analyze and offer a comprehensive view of the field from both a personal and theoretical perspective

  • Provides an in-depth review of the ideas of prominent organizational change thinkers

  • Provides an unbiased view of the enduring theories and models of organizational change

  • Offers an understanding of how a scholar's personal concerns provide a motivation for the hard work that breakthrough thinking requires

  • Provides career guidance to young scholars in that many paths can lead to success as a scholar or practitioner

  • Demonstrates the importance of learning from the actual experience of attempting to bring about change in teams, organizations and society

Reference work

Table of contents

  1. Front Matter
    Pages i-xxxiii
  2. Lee Bolman
    Pages 17-36
  3. Tobias Fredberg, Johanna Pregmark
    Pages 107-125
  4. Thomas G. Cummings
    Pages 127-141

About this book


The key developments and advancements in organizational change over the last century are the result of the research, theories, and practices of seminal scholars in the field. While most books simply outline a theorist’s model, this handbook provides invaluable insight into the contexts and motivations behind their contributions. Organized alphabetically, this handbook presents inspiring and thought-provoking profiles of prominent organizational change thinkers, capturing the professional background of each and highlighting their key insights, contributions, and legacy within the field of organizational change. By bringing these scholars’ experiences to life, we can begin to understand the process of organizational change and analyze what remains to be done for organizations today. This book is the first of its kind—the go-to source for learning about the research and practice of organizational change from those who invented, built, and advanced the field. This comprehensive handbook will help researchers and students to develop their organizational change research agendas, and provide practitioners with concepts, theories, and models that can easily be applied to the workplace to lead change more effectively.


organizational leadership organizational behavior change management theorists organization design

Editors and affiliations

  • David B. Szabla
    • 1
  • William A. Pasmore
    • 2
  • Mary A. Barnes
    • 3
  • Asha N. Gipson
    • 4
  1. 1.College of Education and Human DevelopmentWestern Michigan UniversityKalamazooUSA
  2. 2.Teachers CollegeColumbia UniversityNew YorkUSA
  3. 3.The George Washington UniversityWashingtonUSA
  4. 4.Teachers CollegeColumbia UniversityNew YorkUSA

About the editors

David B. Szabla leads the M.A. in Organizational Change Leadership in the Department of Educational Leadership, Research, and Technology at Western Michigan University where he teaches courses in group dynamics, large-scale change, and organization design. His research and writing centers on resistance to change and the relationships among the content, process, and context of organizational change. David is recognized by executive business leaders for strong diagnostic, intervention design and evaluation skills, as well as keen communication, creative problem-solving, and program management capabilities. He has been published in Research in Organizational Change and Development, Human Resource Development Quarterly, Emergence: Complexity and Organization, and The International Journal of Knowledge, Culture, and Change Management. He is a member of the Management Consulting and Organization Development and Change Divisions of the Academy of Management, the Society for Industrial and Organizational Psychology, and the International Leadership Association.

William A. Pasmore, Ph.D., is a Professor of Practice at Teachers College, Columbia University and Senior Vice President at the Center for Creative Leadership.  As a thought leader in the field of organization development, he has published twenty-eight books including Leading Continuous Change, Designing Effective Organizations, Creating Strategic Change, Relationships that Enable Enterprise Change and Sociotechnical Systems: A Sourcebook. He served as editor of the Journal of Applied Behavioral Science and, along with Richard Woodman, was the founding co-editor of the annual series, Research in Organizational Change and Development

Mary A. Barnes is Research and Teaching Assistant at George Washington University, USA. An organizational change expert for over 15 years, Mary has managed projects of all sizes as both an internal and external consultant and provides coaching, consulting, and training to leaders, teams, and change agents. Her unique and customizable methodology for change includes experiential change strategies and utilization of internal implementation teams. She is pursuing a PhD in Human and Organizational Learning at George Washington University, USA.

Asha N. Gipson is an independent OD consultant specializing in leadership development, group dynamics, and experiential learning. She is currently pursuing her PhD in Social-Organizational Psychology at Teachers College, Columbia University. Since starting her PhD program, Asha has taught, coached, trained, and consulted with undergraduates, graduate students, and executives.  Her research interests focus on social identity with an emphasis on Black, female, and/or millennial populations, group/team effectiveness, and organizational development interventions. In addition to her studies, she also teaches courses on group dynamics and industrial-organizational psychology. A past Fulbright grantee to the Czech Republic, Asha received her B.A. in psychology from Pomona College and her M.A. in organizational psychology from Columbia University. She currently serves on the executive committee of the New York Center for the Study of Groups, Organizations, and Social Systems, an affiliate of the A.K. Rice Institute.

Bibliographic information

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