William A. Pasmore

Change Leader Behavior Inventory Development and Validation of an Assessment Instrument

While the pace and complexity of change is increasing, the rate of failed change attempts continues to be unacceptably high. Leaders at every level play a central role in change, yet few receive formal training on how to lead change and to date, a validated assessment to provide feedback on their performance has been lacking. The current study is intended to help close this gap. This article describes an effort to develop and validate an instrument to measure change leadership behaviors, the Change Leader Behavior Inventory.

The Future of Research and Practice in Organizational Change and Development

Given the opportunity to reflect on the three decades of research and practice that have passed since the first volume of Research in Organizational Change and Development was published, we note a number of shifts in our world that are causing us to rethink what we know and how we intervene. These shifts, and their attendant effects on individuals, organizations, and society, have opened up exciting possibilities for the advancement of the field. These advances can be achieved through combined research and action, aimed at producing new insights into core topics like motivation, leadership, and organization design. We suggest an ambitious agenda for current and future scholar-practitioners that we hope will stimulate enough thoughtful work to help fill the next three decades of volumes of Research in Organizational Change and Development.

Deconstructing OD: A Closer Look at the Emergence of OD Values and Their Impact on the Field

William Pasmore explores the possibility that organization development (OD) is made up of three factions with different value preferences. There is the humanistic faction (doing the right thing), the bottom line faction (doing things right), and scholar-practitioner faction (what is proven and what is possible).