Laurie W. Ford

Laurie W. Ford

BA Psych., MSIE, PhD Oper. Research Engineering

About

17
Publications
47,363
Reads
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2,828
Citations
Introduction
Retired management consultant. Currently serving as a senior fellow for the US Nuclear Industry Council. Writing to support successful performance, change and communication management. Posting articles on www.laurieford.com and on www.usingthefourconversations.com (book summary and program ideas are there too.)

Publications

Publications (17)
Article
Full-text available
Despite leadership being considered essential to successful organizational change, reviews of empirical research on the subject reveal inconsistencies in the approaches to, and measurements of, both leadership and its impact on change outcomes. The study and development of leadership should reach beyond the simple focus on individual leaders and ul...
Chapter
Full-text available
Abstract We have been working together as husband and wife, as management professor and management consultant, and as co-authors for over 30 years. During that time, we have tailored an operations research-based approach to represent the operation of organizations as networks of agreements for the transfer of deliverables, e.g., products, services...
Conference Paper
Full-text available
It has generally been argued that leadership is a key to successful organizational change. However, as some authors have noted, there is a dearth of empirical research regarding leadership in the conduct of change and what research does exist uses a variety of leadership types and measures, making integration of findings difficult, if not impossibl...
Article
Full-text available
It has generally been assumed that effective leadership is a key to successful change. But, as some authors have noted, there is a dearth of empirical research regarding the impact of leadership on organization change. In this chapter, we review the empirical evidence from the past 20 years in an attempt to determine the impact of leadership on the...
Article
Full-text available
When a change initiative falters, the knee-jerk response can be to blame those who won't get on board. Jeffrey Ford, of the Ohio State University, and Laurie Ford, of Critical Path Consultants, examine why that type of reaction is not only pointless but potentially destructive. Drawing on their years of research and consulting work, the authors rec...
Article
Full-text available
This article provides a practical tool that managers and change agents can use to see their own conversational patterns in the management of a change, determine whether those patterns may be contributing to the progress of change, and if so, provide insights into what modifications might enhance progress. Based on the conversational model developed...
Article
Full-text available
Prevailing views of resistance to change tell a one-sided story that favors change agents by proposing that resistance is an irrational and dysfunctional reaction located "over there" in change recipients. We tell the rest of the story by proposing that change agents contribute to the occurrence of resistance through their own actions and inactions...
Article
Full-text available
Resistance to change has generally been understood as a result of personal experiences and assessments about the reliability of others. Accordingly, attempts are made to alter these factors in order to win support and overcome resistance. But this understanding ignores resistance as a socially constructed reality in which people are responding more...
Conference Paper
Full-text available
Resistance to change has generally been understood as a result of personal experiences and assessments about the reliability of others. This paper proposes that there are three points of view which predispose people toward certain resistive behaviors and communications: complacency, resignation, and cynicism.
Article
Full-text available
The article presents a response to an earlier article published in a 1995 issue of “Academy of Management Review” from Carini, Livingstone, and Palich. The author takes issue with the authors' assertion that logics are “heuristics.” The author of this criticism claims that logics tell us what is true or real; heuristics are much more flexible. Disc...
Article
Full-text available
Most perspectives on change propose that communication occurs in the context of change. This article inverts that perspective by proposing both that communication is the context in which change occurs and that the change process unfolds in a dynamic of four distinct types of conversations. The fundamental nature of speech as performative suggests t...
Article
Full-text available
How we manage and produce organizational change is a function of the point of view we take regarding the phenomenon of change. But different points of view give us different understandings of the process. In this article, three different points of view, or logics, are presented: formal logic, dialectics, and trialectics. Although each point of view...
Article
Full-text available
Prevailing views of resistance to change tell a one-sided story that favors change agents by proposing that resistance is an irrational and dysfunctional reaction lo-cated "over there" in change recipients. We tell the rest of the story by proposing that change agents contribute to the occurrence of resistance through their own actions and inaction...

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Projects

Projects (2)
Archived project
Project
There is little research on leadership in the conduct of change. This project attempts to provide a framework for thinking about and conducting research on leadership during the implementation of intentional or planned change.