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David B. Szabla
Editor

The Palgrave
Handbook of
Organizational
Change Thinkers
Second Edition
The Palgrave Handbook of Organizational
Change Thinkers
David B. Szabla
Editor

The Palgrave Handbook of

Organizational Change
Thinkers
Second Edition

With 94 Figures and 24 Tables

Editor
David B. Szabla
Organizational Change Leadership
College of Education and Human Development
Western Michigan University
Kalamazoo, MI, USA

ISBN 978-3-030-38323-7 ISBN 978-3-030-38324-4 (eBook)

ISBN 978-3-030-38325-1 (print and electronic bundle)
https://doi.org/10.1007/978-3-030-38324-4
1st edition: © The Editor(s) (if applicable) and The Author(s) 2017, corrected publication 2018
2nd edition: © Springer Nature Switzerland AG 2021
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Foreword

I really appreciate the opportunity to update my foreword for this most interesting
book because it allows me to reminisce even a bit further about the history of
organizational development (OD) and its focus on the management of change.
I remember well in the mid-1960s, my efforts with Warren Bennis and Richard
Beckhard to capture the essence of OD, not by writing an integrated text, but by
accepting the fact that the best we could do is produce a paperback series which
allowed us to express our own views of what OD was at this point in its youth. The
Addison-Wesley Series eventually grew to over 30 volumes and reflected the many
strands of thinking and practice that evolved.
In many ways, this current volume and its revision is further evidence of the
enormous diversity that is now present in the practice of change management, a
diversity that is much needed as the world, through pandemics and the threat of
global warming, keeps challenging us with new change requirements. This impor-
tant book highlights through its varied presenters how the field of change manage-
ment has grown geographically and theoretically, evolving new models,
assumptions, and areas of application. What better way to track this evolution than
by presenting the work of many new thinkers and practitioners that have emerged
since the last printing.
The issue of integration or consolidation which I tried to highlight before is still
with us, possibly in even more dangerous form. By presenting the contributions of so
many different OD practitioners and theorists, the editors have exposed us to a
deeper cultural truth about our approach to knowledge and practice. The rampant
individualism and pragmatism that has been the hallmark of US culture shows up
very well in the variety of styles of thinking, practicing, and writing about these
organizational issues and organizational change. In a way, I lament this diversity
more than ever because it reflects individualism and competition in a world that
requires collaboration more than ever. The global problems of pandemics and
climate change will not be solved by the major cultures of the world continuing to
compete economically and politically. Hopefully out of the diversity of our various
theories and practices will come some insights on how to move the world toward
more collaboration.
I feel more than ever that as academics, our culture seems to play out the
marketing dream of just putting our ideas out there and seeing who will buy.

v
vi Foreword

We have very little taste for acknowledging and critiquing each other, we have very
little impulse to construct the grand theory that pulls it all together, and we have no
great desire to acknowledge all the versions of our own model that may have already
been presented in other writings. We built our own edifice with our small team of
collaborators and put our energy into improving it rather than seeing how it might
connect to others. We let the market decide and compete as best as we can, but have
little energy for integrating the many theories and practices that are out there. This
willingness to tolerate diversity of thought, even encourage it, is well reflected in
reviews of research. It will again be an interesting challenge to the readers of this
handbook to find the common elements, the integrative strands that have emerged
from over 75 years of work in this arena.
Readers should note the creative way in which the work of change agents is
presented through their colleagues. That mode of presentation will provide interest-
ing experiences for each of us who are represented in this book and will provide a
level of feedback we are ordinarily not privy to. The readers will get the unusual
opportunity to compare how they read a particular author and how the biographer
writing in this book represents that same author. The reader will also get a great view
of the history of change management through reading about almost three generations
of thinkers and practitioners in this field.
The editors are to be commended for having found a way to go beyond presenting
several of us in our traditional writing or speaking mode, and to give us a new voice
through the many authors writing these chapters. That will provide readers an
opportunity to see how their interpretation of what each of us said matches the
written presentations in this book, and for those of us who are still present, yet
another opportunity to see how our own perception of what we said matches with
what our biographers have said.
I look forward to an exciting read and congratulate the editors for providing us
with a whole new approach to understanding the many points of view toward
organizational development and the management of change.

Edgar H. Schein
Preface to the Second Edition

Introduction to the Handbook

It is with great pleasure that I bring to you the second edition of The Palgrave
Handbook of Organizational Change Thinkers. With the first edition of the hand-
book, Bill Pasmore, Mary Barnes, Asha Gibson, and myself brought to readers
numerous inspiring stories of thought leaders in the field of organization change. In
our work with contributing authors, we were able to connect with and establish
relationships with new people in the field of organizational change and rekindle
relationships with people with whom we had not been in contact for a long time. It
was a wonderful experience for each of us, and the outcome of our labors developing
the first edition was a handbook that began to capture, in one reference work, the
personal and professional accounts of the people who created the field. The success
of our efforts is demonstrated by the fact that the handbook is one of Palgrave’s most
popular handbooks, with several thousand downloads of chapters to date across the
two-volume set. With this second edition, I continue the hard work exerted by Bill,
Mary, and Asha producing the first edition, adding several new profile chapters to the
handbook.
Eighty-six chapters were commissioned for the original handbook, which remain
here in the second edition. After listening to feedback on the first edition, it was
decided to introduce new profile chapters. The feedback indicated that some thinkers
were overlooked in the first edition, and promptly they are included here. In addition,
there were some thinkers slated for the first edition for which a contributed author
could not be identified and commissioned. These profiles are now included. With the
second edition, 24 profiles were added, for a total of over 100 thinkers profiled in this
new edition. In addition, all of the chapters in the first edition were brought up to date
using the 7th Edition of the APA manual.
The aim of The Palgrave Handbook of Organizational Change Thinkers is to
introduce readers to the fullness of thought about the field of organizational change.
This is accomplished by providing clear and concise profiles of the renowned
thinkers who built, extended, and deepened how organizational change is theorized,
researched, and practiced. The handbook provides a comprehensive review of the
sages of organizational change from early, seminal thought leaders such as Mary
Parker Follet, Frederick Winslow Taylor, and Kurt Lewin to more contemporary

vii
viii Preface to the Second Edition

authorities such as Jean Bartunek, Shaul Oreg, and Otto Scharmer. The wish is to
create a thirst to read and study more about the thinkers profiled in the handbook and
to make connections between the lessons in the profiles and the everyday practice of
researching and leading organizational change. The handbook includes, in one
manuscript, the concepts, theories, and models of the scholars, practitioners, and
scholar-practitioners who invented, built, and advanced the research and practice of
change in organizations. The objective and the format of this second edition has
remained untouched from the first edition; the only difference is the addition of new
narratives of the thinkers of organizational change.
Each chapter claims the worth of a thinker to the province of organizational
change by presenting the advancements each thinker bestowed to both academic and
practice conversations. The concision of the individual chapters makes them easy to
review. Each profile chapter captures the personal and professional background of a
legendary thinker and presents his or her key insights, new thinking, and major
legacies in the field of organizational change. While the chapters are written in a
manner that is clear and short for those beginners new to the field of change, they
offer much to the advanced students on the subject. Readers are encouraged to dig
deeper if a particular thinker is of interest to them. It is hoped that readers will be
inspired by the progressive thoughts in the handbook, furthering organizational
change research and practice today.
Being a reference work, the handbook provides authoritative facts on a specific
subject, that is, information about the women and men who created (and are still
creating) the field of organizational change. The handbook is not a book that should
be read from beginning to end. Instead, it should be recognized as a resource for
learning about specific organizational change thinkers. Readers conversant in the
field can use the handbook to learn more about thinkers with whom they are familiar,
or they can scan the handbook and identify and study thinkers with whom they are
unfamiliar. Readers new to the field of organizational change can skim the abstracts
of the different profiles and then review profiles that resonate with them. Organized
alphabetically by thinkers’ last names, readers will find it easy to identify thinkers of
interest to them.
To select the thinkers to be profiled in both the first and second editions of the
handbook, simultaneously, the editors conducted a review of the literature and
initiated conversations with men and women in the field asking them for advice
about who should be profiled in the handbook. The publishing records (scholarly and
practice) of potential thinkers were assessed using a set of criteria that included the
extent to which they contributed a unique innovation to the field of organizational
change or extended or deepened an existing innovation. In the case of which thinkers
to finally include in the handbook, in the end, it was the men and women working in
the field who vetted the list and determined inclusion in the handbook.
All of the profile chapters were commissioned by authors who had extensive
knowledge of the life and work of their assigned thinker. For example, Jean
Bartunek’s first doctoral student wrote her chapter; Tony Petrella’s profile was
developed by Diana Old, a woman who worked alongside Tony for much of his
Preface to the Second Edition ix

career; and the development of Mary Parker Follet’s chapter was led by a scholar
who had published a book on Follet’s life and work. Because of the relationships
between contributing writers and their assigned thinkers and/or their deep under-
standings of the lives of the thinkers, the chapters present credible and rich portraits
of the thinkers in the field. In addition to having intimate knowledge of their
appointed thinkers, it was also important to identify and contract with writers who
showed enthusiasm, not only for the chapters they would write, but for the project as
well. This fervor resulted in a compilation of thought-provoking profiles that are
inspiring, particularly, for graduate students who can delve deeply into the work of
specific thinkers and ponder how they might themselves make their own contribu-
tions to the field. The remarkable hard work of our contributing authors helped to
deliver our intentions for both editions:

1. The handbook presents inspiring and thought-provoking profiles of prominent

organizational change thinkers, highlighting significant advancements in how
organizational change has been conceived, theorized, researched, and practiced.
2. Each profile chapter captures the professional background of a legendary thinker
and presents his or her key insights, new thinking, and major legacies to the field
of organizational change.
3. The handbook includes, in one manuscript, the concepts, theories, and models of
the sages who invented, built, and advanced the research and practice of change
in organizations.
4. The structure of this handbook creates “relationships” with the highlighted
scholars that are not obtained by simply reading a collection of their work.
5. The theories presented in the handbook are brought to life within the context of
the scholar’s experiences, which in turn inspires progressive thoughts for the
readers of this handbook, furthering organizational change research and practice.

It’s important to point out that many of the contributing thinkers are well-known
thinkers in the field of organizational change themselves, and several others may be
on their way to establishing themselves as leaders in the field.

A Guide to the Structure of the Handbook

The common format of the profile chapters was well-received by readers of the first
edition. They found that, because of the consistent organization across the chapters,
it was interesting and enjoyable to read the profiles and compare and contrast the
thinkers when reading multiple chapters. The common format was also welcomed by
contributing authors. Although very few of the contributing authors did not find it
possible to follow the standard layout established by the editors of the first edition,
most authors adhered to the format to the letter in both the first edition and this new
edition, and, in most cases, were happy to follow the format presented below.
x Preface to the Second Edition

Section 1: Influences and Motivations

This first section of the profiles briefly describes the influences that motivated the
thinker to investigate change in organizations, for example, the thinker’s mentors.
The focus is on the professional, intellectual, educational, social, and real-world
influences that stimulated the thinker’s curiosities about change in organizations and
acts as an introduction to the thinker’s story.

Section 2: Key Contributions

Four or five advancements that were central to the work of the thinker are reviewed
in this section. These are theoretical, methodological, and practical contributions.
This is not an exhaustive coverage, but a presentation and discussion of a thinker’s
most significant contributions to the field of organizational change. Innovations or
ideas that have endured over time are emphasized.

Section 3: New Insights

In this third section, contributing authors present a graphic sense of how their thinker
illuminated their own view of organizational change using examples taken from the
literature or the world of everyday life in organizations. This section underscores
how the work of these scholars has spurred new developments in research and
practice and have led change in organizations to be viewed in new and
surprising ways.

Section 4: Legacies and Unfinished Business

This section addresses questions such as: what are the major intellectual legacies of
this thinker? Which later thinkers has he or she influenced? Which parts of the
thinker’s legacy are still being investigated or have yet to be fully investigated? Are
there themes that have been criticized by later thinkers who have shed light on the
problem that motivated the original thinker?

Section 5: Further Reading

This final section includes a short list of books and journal articles that enable readers
to take their interests further.
Preface to the Second Edition xi

How to Use This Handbook

The handbook was designed to address the needs of different audiences. Many of the
chapters profile legendary practitioners in the field of organizational development
and change, for example, Kathleen Dannemiller, Sandra Janoff, and Tony Petrella.
Those leading change in organizations are finding the contributions of these thinkers
(and many practitioners profiled in the handbook) useful in enhancing their consult-
ing skills. Since the handbook is replete with diagnostic and process models,
assessment instruments, and everyday best practices for leading change, practi-
tioners are revisiting the fundamentals of moving individuals, groups, and systems
from point A to point B and re-thinking and enriching their consulting practices.
For organizational change researchers, the profiles are valuable when designing
research agendas. If you’re undertaking research in the field and looking for ideas,
the handbook is a good place to start. The profiles are well-referenced and the
suggestions for further reading are worth pursuing. In particular the “Unfinished
Business” sections of the profiles offer many suggestions for future research – work
in the field of organizational change that remains to be done. For example, given our
digital future, how will organizational change research and practice unfold in a new
era of profound shifts in the way we sense, think, and act in organizations?
The handbook is also becoming a key resource for professors and students
enrolled in organizational development and change graduate degree programs.
Since an online version of the handbook is available in most university libraries,
professors are assigning specific chapters as required readings in their organizational
change courses and students are becoming knowledgeable of the field by learning
about the thinkers. What a better use of the handbook than to introduce the next
generation of organizational change scholars and practitioners to the people who
created the field. Many students are finding the profiles engaging, not only because
they are learning about the theory, research, and practice in the field, but also because
they are learning about the thinkers’ personal backgrounds, influences, and motiva-
tions – information typically not found in organizational change textbooks.
Finally, for seasoned scholars and practitioners in the field, reading the profiles
has brought back many memories of the people they mentored or were mentored by,
the people with whom they facilitated large-scale organizational change, the people
with whom they published, and the people with whom they created new concepts,
models, theories, and practices. After the launch of the first edition, I received emails
from both prominent practitioners and scholars in the field thanking me for leading
the development of this project. One email stated, “David, thanks for the walk down
memory lane. I often pick up the book and read a chapter, and I am immediately
filled with wonderful memories of people who influenced me and worked over many
years.” With this second edition, I hope that these walks down memory lane will
continue.

Kalamazoo, MI, USA David B. Szabla

Preface to the First Edition

Introduction to the Handbook

We, the editors, have had the great pleasure of assembling this volume. It has turned
out to be more of a “labor of love” than we expected; both more labor and more love.
We have been inspired by the stories of the great thinkers profiled here. We have
loved learning more about them than we ever knew, even in the case of some close
colleagues. And, we have thoroughly enjoyed making new friends and reconnecting
with friends whom we haven’t been in touch with for far too long. The “more labor”
part was also the painstaking care that the contributing authors took in researching
the great thinkers they profiled. It is to these authors and to all the great thinkers who
created the field of Organization Development that we owe the existence of this
handbook.
For readers who might not be familiar with Organization Development, it is a
field pioneered by the social scientists whose stories you can read in this handbook.
These individuals were concerned about social justice, organizational effectiveness,
improving teamwork, understanding the role of the change agent and the effects of
different styles of leadership, and much more. The focus of the field is on change,
and especially change that takes place in organizations. Even more to the point, the
kind of change that has been at the heart of Organization Development is change that
helps organizations fulfill their purpose while at the same time offering opportunities
for greater dignity and meaning to the people who live within them or are touched by
their existence.
Although the roots of the field took hold even earlier, the real blossoming of
thought began following the Second World War. The war was an abomination to
everything that was good or worthwhile about society and human kind. It raised
questions for many about what was going wrong in the world and what could be
done to prevent something like it from happening again.
Early studies by Kurt Lewin, who fled to the United States from Nazi Germany,
investigated how attitudes were shaped by group opinion and the effects of demo-
cratic versus autocratic leadership. Coch and French explored the power of partic-
ipation in decision-making related to overcoming resistance to change. Eric Trist and
his colleagues at the Tavistock Institute for Human Relations in London worked with
the British Coal Board to find ways to make coal production more efficient after the

xiii
xiv Preface to the First Edition

war and in so doing discovered that workers held valuable insights regarding the
work they did that engineers and managers had overlooked. Bion, also at Tavistock,
had experimented with group therapy among traumatized soldiers during the war
and from those experiences and others began to help us see previously invisible
dynamics that affected the work of groups and teams. Lewin and Reginal Revans
independently piloted what became known as “action research.” This was work
intended to bring about change that took place in a real setting as opposed to a
laboratory to study what happened as a result of trying out a variety of different
approaches. What made action research unique was the collaboration of the “sub-
ject” or client in conducting and interpreting the work. It was discovered, as was the
case in British coal mines, that the people on the front lines of change have valuable
perspectives that even scientists studying an organization would have missed. The
resulting tradition of involving those affected by change in planning and executing it
has remained a hallmark of OD ever since and continues to differentiate it from
“expert change” in which consultants decide for others what is best for them, or “top-
down” change in which leaders attempt to use their position power to force others to
comply with their directives.
Kurt Lewin’s concerns about racial justice also led to the “T-group” or sensitivity
training phenomena, later formalized under the egis of the National Training Labs, or
NTL as it became known. On the other side of the Atlantic, Bion and his colleagues
invented the Group Relations Conference, which helped participants examine their
relationship with authority and their interpersonal relations. Together, these powerful
movements in human relations led to an age of “personal enlightenment” which
became central to the field for a time. Ever since, there has been a debate about
whether Organization Development belongs in a serious business environment,
since some leaders seem to be of the belief that one should leave his or her emotions
and identity at the door before starting work every morning.
It wasn’t until the next generation of scholars that the name of the field “Orga-
nization Development” was coined, simultaneously by Dick Beckhard and Robert
Blake and Jane Mouton in the 1960s. The 1960s also saw the establishment of the
first doctoral programs in Organization Development, which was followed by a
proliferation of institutions that offered master’s degrees to people working full time.
The 1970s and early 1980s saw recessions that added to the excuse for cutting out
anything “touchy-feely” and instead focus on downsizing, cost-cutting, total quality,
reengineering, and Lean Six-Sigma – anything that focused squarely on the bottom
line and was driven by objective data rather than feelings. None of these “advance-
ments” fit the values and methods of organization development and for a time, there
were real questions about the field’s survival. However, advances in scholarship
continued and the need to pay attention to people in organizations didn’t simply
disappear. In the 1980s and 1990s, in areas like employee engagement and innova-
tion, there were clear needs to call on people to do things that they would only do if
committed to the success of their organization. Gaining that commitment required
more than a single-minded focus on the bottom line. What’s more, work on high
performance systems and organizational culture brought about significant gains in
Preface to the First Edition xv

organizational performance that were hard to ignore. Accountants could cite the
costs of change but investors appreciated the returns.
The 1980s and 1990s also brought exciting new change innovations to the
forefront, based on glimmers of earlier thinking. Appreciative inquiry, large group
interventions, and future search conferences gave Organization Development a new
lease on life and thrust it squarely into the realm of dealing with societal as well as
organizational issues. This “second age of enlightenment” has us all believing that
anything was possible and that our dream of making the world a better place was
finally coming true. Then, another recession and a new villain on the scene
interrupted our progress once again. By the early 2000s, investment bankers and
deal makers who cared only about short-term shareholder profit started breaking up
organizations and selling the pieces to the highest bidder through mergers or
acquisitions. Leaders who cared about their people, took a longer-term view, or
sought a more socially responsible role for their organizations were swept aside
by operators who had no choice but to focus on cutting costs at all costs. The
2007–2008 recession led to another round of budget slashing in many organizations,
turning back the clock. Once again the field appeared to be in peril, and yet
competition and change remained constants that simply couldn’t be eliminated by
pretending they weren’t happening. By the 2010s, new forms of organizing were
investigated – forms that would allow organizations to be efficient and innovative at
the same time, local and global, and socially responsible while caring about
the bottom line. Technology continued to present new challenges as well, and
those who didn’t understand its potential for disruption at first were run over by
those who did.
The thinkers profiled here didn’t just stand by and watch this happen. They took
challenges as opportunities to rethink and reposition the field. They offered new
methodologies for change, more connected to the strategic directions organizations
are trying to move. They didn’t forget human beings, but leveraged the growing
interest in all things talent related to make change both a responsibility for able
leaders and a development opportunity for others. They learned about the future and
found ways to help clients see it and want to make it happen. They embraced
diversity and globalism, knowing that these forces could be temporarily blunted
but never overcome. Although many of the early thinkers are no longer with us, their
ideas and ideals continue to live on in the youngest generation of our scholars.
So, for those who are not yet familiar with the field of Organization Development,
this handbook will tell the story of its evolution, from its earliest beginnings to the
current day. In the profiles here you will read about important ideas, theories, and
practices that gained widespread attention as they shaped not just the field itself but
our societies and even the world.
Those who are very familiar with the field will find herein much of value and we
hope delight. Our experience as editors was that we individually were more familiar
with the works of some of the great thinkers than others. To read the profiles of these
assembled thinkers and their work was to take a high-speed tour of our shared
history, filling in spots in the landscape that we had previously zoomed past, not
noticing or interpreting clearly. Beyond that, the people we did know as scholars we
xvi Preface to the First Edition

got to know as people, through the eyes of their biographers who were often students
or close friends. In this fuller and inclusive picture, we could more easily grasp
where the great ideas in our field came from, which caused us to reflect on our own
motivations for doing the work we do. This handbook is like a personal journal; it’s
as if the intellectual giants kept private diaries that they decided to throw into one
collective pot with the hope that others would read them and perhaps be inspired to
add their own.
We wanted to know more about the influences in these thinker’s lives, both
educational and collegial. We asked for insights about their mentors or heroes, and
what problems they wanted to solve. We sought insights into how the times in which
they lived might have directed their thinking and extrapolated this to present times
and even into the future. We wanted to know why they did the research they did and
how they did it. We were curious about where they applied their ideas and with what
effect. We wondered about collaboration with other colleagues and especially about
how ideas took hold and led to branches of the field being defined by their committed
followers.
As we read on, we saw the evolution of ideas as the progression of science added
finer filigree to earlier rough sketches. We also saw continued breakthroughs,
intellectual leaps that could not be predicted simply by drawing a straight line
between the past and present. Stepping back even further, we saw parts of the canvas
that were still blank, waiting to be filled in. Other parts of the canvas were painted
over many times, without a satisfactory result (One more time, how can we get those
in power to share it willingly and for the benefit of all? Why, with all we know, are
we still not more successful in bringing about change? How is it that with all of our
research, we still allow inept leaders to rise to power and then follow them to our
own destruction?). The field of Organization Development is alive, despite several
inquiries into its health by undertakers arriving a little too early on the scene.
Gratefully, the handbook will be continuously updated thanks to the miracle of
online publishing. If new thinkers emerge or there are new ideas to report, they
will be added in the years to come.
With the amazing help of our colleagues who rose to the challenge, this handbook
has delivered on our intentions.

1. The handbook presents inspiring and thought provoking profiles of prominent

organizational change thinkers, highlighting significant advancements in how
organizational change has been conceived, theorized, researched, and practiced.
2. Each profile chapter captures the professional background of a legendary thinker
and presents his or her key insights, new thinking, and major legacies to the field
of organizational change.
3. The handbook includes, in one manuscript, the concepts, theories, and models of
the sages who invented, built, and advanced the research and practice of change
in organizations.
4. The structure of this handbook creates “relationships” with the highlighted
scholars that are not obtained by simply reading a collection of their work.
Preface to the First Edition xvii

5. The theories presented in the handbook are brought to life within the context of the
scholar’s experiences, which in turn inspires progressive thoughts for the readers
of this handbook, furthering organizational change research and practice of today.

While you may choose to read only a few of the profiles, we suspect that you will
be drawn in to read additional profiles as were we. The field of Organization
Development has always been concerned about people and driven by a sense of
what is right and just. Gaining insight into the ways in which the values and purposes
of these incredible thinkers shaped their work makes for interesting drama. One
might expect a handbook about scholars to be a little on the dry side, hardly
something to be read like a novel on a plane or when without a date on a Friday
evening. That might be true in a field like Mathematics, but after this experience, we
choose to withhold our judgment. There are real people behind the great ideas in our
field, and their stories are both compelling and endearing.

A Guide to the Structure of the Chapters

It won’t take you long to notice that the vast majority of the profiles follow a similar
structure. The first section briefly describes the influences that motivated the thinker
to investigate change in organizations, for example, the theorist’s scholarly mentors.
The focus is on the professional, intellectual, educational, social, and real-world
influences that stimulated the theorist’s curiosities about change in organizations and
acts as an introduction to the theorist’s story.
The second section focuses on the thinker’s key contributions. Four or five
advancements that were central to the work of the thinker are reviewed in this
section. These are theoretical, methodological, and practical contributions. This is
not an exhaustive coverage, but a presentation and discussion of their most signif-
icant contributions to organizational change. Those innovations or ideas that have
endured over time are emphasized.
The third section of each profile addresses new insights that the work of the
thinker inspired in others. This section will underscore how the work of these
scholars has spurred new developments in theory and research that have led us to
view change in organizations in new and surprising ways.
The fourth section focuses on legacies and unfinished business. What are the
major intellectual legacies of this thinker? Which later thinkers has he or she
influenced? Which parts of the thinker’s legacy are still being investigated or have
yet to be fully investigated? Are there themes that have been criticized by later
thinkers that have shed light on the problem that motivated the original thinker?
What later thinkers have explored the issues of this thinker and carried them further?
Finally, the profile concludes with suggested further readings. This final section
includes a short list of books and journal articles that enable readers to take their
interests further.
xviii Preface to the First Edition

How to Use This Book

Actually, we can’t wait to see how people use this book. As designed, the expecta-
tion is that most people will access the book online, a profile at a time. While print
copies of the book will be available on demand, the projected cost would make
buying a hard-bound volume prohibitive for all but libraries and a few especially
dedicated individuals. Therefore, it’s probably not a candidate as a text for graduate
study as an entire volume, but to assign chapters to students to read and discuss is
entirely doable. We can’t imagine a better use for this handbook than to introduce the
next generation of scholars to the people and history that preceded them. We won’t
tell you how to teach the book; you’ll have your own ideas about that. We can
envision lots of opportunities ranging from individual research efforts to group
projects, covering eras or themes or looking for overarching messages much as we
found ourselves doing. When you come up with a great idea that works, please let
us know.
For those beyond their educational years, reading selected chapters about friends
or mentors can be enlightening. Perhaps, it will encourage you to drop a note to
someone you haven’t spoken to for a while, saying you read about them and were
surprised at something you learned. They probably won’t mind and you may gain a
renewed friendship in return.
On a more serious note, if you’re undertaking research and looking for some
original references or trying to come up with an original idea of your own, the
handbook could be a good place to start. Most of the profiles are well-referenced and
the suggestions for further reading are worth pursuing. The stories of these great
thinkers are inspiring and remind us that despite their stature, they were after all just
people like us.

Going Forward

This journey hasn’t ended; it’s just beginning. That applies to the field of Organiza-
tion Development and to this handbook as well. You may know of someone not
included here who should be. There are several chapters in progress that didn’t make
it in time for the first print edition. Profiles on people like Rensis Likert, Noel Tichy,
and Amy Edmonson haven’t been overlooked; they are just taking longer to get
done. Still, it’s entirely possible that we have missed someone you think needs to be
written about; please let us know, and let us know who should write about them –
maybe it’s you.
Over time, we’ll be excited to be introduced to the new great thinkers in
Organization Development. They are probably already making presentations at the
Academy of Management or other conferences around the world. Let us know if you
spot one before we do. We haven’t established firm criteria by which we include or
exclude people; we tried but found the task impossible. There were some social
scientists who write about organizations with a concern about change but not from
an Organization Development perspective. There are organizational theorists who
Preface to the First Edition xix

help us understand how organizations work, which is something we need to under-

stand, but don’t write about change. It’s hard to draw hard lines between the ins and
the outs.
One criticism we are well aware of is that the volume, in the current version,
includes more men than women, more whites than minorities, and more Americans
than people from the rest of the world. More women are now attending graduate
programs in the field than men; we hope that as a result, the gender picture will
become more balanced over time. If you know someone who should be profiled who
will help accelerate the shift, let us know. To a lesser extent, the same thing is
happening in terms of minorities and people outside the USA. The numbers of
nontraditional great thinkers are growing and your editors are on the lookout for
them. All that said, we don’t think that the online volume should become more like
Facebook, where anyone can join. If there is no distinction between great thinkers
and noncontributors, the handbook wouldn’t serve a purpose.
We trust that you will enjoy reading some of the profiles as much as we have. We
also hope that your reading inspires you to make your own contribution to the future
of the field. There’s room for you to be included in the next volume or to have your
existing profile updated. More importantly, with all the great thinking represented
here, we haven’t seemed to solve all the world’s problems. We need to keep up the
effort.

Kalamazoo, MI, USA David B. Szabla

New York, NY, USA William A. Pasmore
Washington, DC, USA Mary A. Barnes
New York, NY, USA Asha N. Gipson
Acknowledgments

Under the direction of Michael Hermann and Marcus Ballenger, and with the support
of Audrey Wong-Hillman and Monika Garg at Palgrave Macmillan, I contracted
with new authors to craft the new profiles presented in this second edition. Like the
first edition, the experience of creating this second edition was absorbing, enlight-
ening, and truly enjoyable. I would like to thank all of the contributors who made this
handbook a reality.
First, I would like to thank the editors I worked with to develop the first edition:
Bill Pasmore, Mary Barnes, and Asha Gibson. They are responsible for the building
the foundation upon which this second edition is founded. The four of us worked
together for over a year on the first edition, selecting thinkers, contracting authors,
and editing chapters, and enjoying every minute of the process. With this second
edition, I exert the hard work of Bill, Mary, and Asha on the first edition adding
24 new thinkers to the collection.
Second, I would like to thank the contributing authors of not only the first edition
but this second edition as well for taking time out of their busy schedules to write the
profile chapters. The handbook represents a diverse group of authors from many
parts of the world: the USA, Canada, Europe, South America, Asia, and Australia,
many of whom are great organizational-change thinkers themselves. Their efforts to
conduct research, organize content, and present the backgrounds, contributions,
insights, and legacies of their appointed thinkers are much appreciated.
Third, I would like to thank Dea Mulloli, my graduate assistant at Western
Michigan University, who diligently reviewed all of the chapters of the first edition,
catching a typo here and there, and updating each chapter to the 7th Edition of APA.
Working at a university and mentoring graduate students, every once in a while,
I come across an exceptional student who stands out among the others assigned to
my unit. Dea is such a student. She was tireless with her efforts, carefully reviewing
all 86 chapters from the first edition and the new chapters included in this second
edition.
Fourth, it’s important to acknowledge a person who was instrumental in the
conceptualization of this handbook. David Schwandt, thank you for the many
hours we spent together in the classrooms and hallways of the George Washington
University exploring the concept and content of this handbook. Your knowledge of
the field of organizational change appears in many indirect ways throughout this

xxi
xxii Acknowledgments

handbook. One memorable image is three whiteboard walls in a classroom filled

with timelines, listings great thinkers, key change movements, and the various ways
to organize the book, some chronological and others conceptual.
As we developed the handbook, we realized that organizing the thinkers into our
original format of early, contemporary, and emerging proved problematic as it was
difficult to place many of the thinkers into a specific period. With advice from our
editors at Palgrave Macmillan, it was decided that an alphabetical organization of the
thinkers seemed the best fit for a handbook of this magnitude, and that the handbook
would be included in Palgrave’s Reference Books series.
During the writing of the first edition, Bill, Mary, Asha, and I envisioned many
subsequent publications that explore the patterns of thought across the different
profiles. One such publication is a chapter authored by myself and three women
students enrolled in my Organizational Change Leadership program titled
“Constructing the Professional Identity of the Renowned American Women of
Organizational Change.” Using the profiles of 18 women included in the first edition
of the handbook, we conducted a narrative analysis based upon the concepts and
models prevalent in the literature on identity formation and disentangled profes-
sional identity formation of the notable women in the field of change, gaining new
understandings about effective ways to prepare individuals to work in and advance
the field. The chapter appears in volume 28 of Research in Organizational Change
and Development. Since the outcome of this handbook is a database of information
about the field, it is hoped that other publications will follow and extract new
knowledge about organizational change.
Finally, for those great thinkers of organizational change profiled in both the first
and second edition and who are still with us, thank you for agreeing to be profiled in
this handbook. Many of you spent several hours interacting with our contributing
authors to provide them with what they needed to craft your profile. I express my
sincere gratitude.

August 2021 David B. Szabla

Contents

Volume 1

1 Alban, Billie: The Inclusive Organizational Development

Practitioner and Scholar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Gary Mangiofico

2 Alvesson, Mats: A Passion for Critical Reflexivity and

Rational Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Stefan Sveningsson and Dan Kärreman

3 Anthony F. Buono: A Practical Sociologist for a Changing

World . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Aaron J. Nurick

4 Argote, Linda: Advancing Research on Organizational

Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Bill McEvily

5 Argyris, Chris: The Iconoclast . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

Lee Bolman

6 Armenakis, Achilles: A Journey of Discovery – Seeing

Change Through New Eyes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Dennis R. Self

7 Barrett, Frank J.: The Social Construction of Organizing . . . . . . 115

Michael S. Lewis

8 Bartunek, Jean, and the Power of Working Across Boundaries:

Dualities and the Missing Voice . . . . . . . . . . . . . . . . . . . . . . . . . . 133
John R. Austin

9 Beckhard, Richard: The Formulator of Organizational

Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
Ronald Fry

xxiii
xxiv Contents

10 Beer, Michael: It’s Not the Seed, It’s the Soil . . . . . . . . . . . . . . . . 163
Tobias Fredberg and Johanna E. Pregmark
11 Bennis, Warren G.: Generous Company ................... 183
Thomas G. Cummings
12 Bion, Wilfred, and His Organization Change Legacy:
“Without Memory or Desire” . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199
Sarah J. Brazaitis
13 Blake, Robert R., and Jane S. Mouton: Concern for People and
Production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213
W. Warner Burke
14 Block, Peter: A Prophetic Voice for Freedom . . . . . . . . . . . . . . . . 223
Gary Mangiofico
15 Boje, David M.: A Storyteller for the Post-Newtonian Era ..... 245
Tonya L. Henderson
16 Brazaitis, Sarah J.: A Scholar, a Practitioner, an Educator . . . . . 263
Danielle L. Pfaff
17 Bunker, Barbara Benedict: Her Pioneering Work in the
Field of Organizational Change . . . . . . . . . . . . . . . . . . . . . . . . . . 279
Dick Axelrod
18 Burke, W. Warner: Learner, Leader, Scholar-Practitioner ..... 293
Debra A. Noumair
19 Burnes, Bernard: Choices, Contexts, and Changes ........... 313
Bill Cooke
20 Bushe, Gervase Roy: Progressing Ideas and Practices to
Make the World a Better Place . . . . . . . . . . . . . . . . . . . . . . . . . . . 327
Tom Kenward
21 Caldwell, Raymond: Agency and Change in Organizational
Theory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347
Mark Hughes
22 Cameron, Kim: Changing the Study of Change – From
Effectiveness to Positive Organizational Scholarship . . . . . . . . . . 367
David S. Bright and Marc Lavine
23 Chin, Robert, and Kenneth D. Benne: Change Management
Biography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 383
Mary A. Barnes
24 Coch, Lester, and John R. P. French Jr.: Overcoming
Resistance to Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 395
Michael B. Cohen and John McWilliams
Contents xxv

25 Coghlan, David: The World of the Scholar Practitioner

and Practical Knowing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 407
Geralyn Hynes
26 Cooperrider, David L.: The Articulator of Appreciative
Inquiry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 427
Frank J. Barrett

27 Culbert, Samuel: The Magician’s Work on Organization

Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 443
Walter Nord

28 Cummings, Tom: A Passion for People and Learning . . . . . . . . . 457

Paul S. Adler
29 Czarniawska, Barbara: Organizational Change – Fashions,
Institutions, and Translations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 467
Hervé Corvellec and Ulla Eriksson-Zetterquist

30 Dannemiller, Kathleen D.: Unleashing the Magic in

Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 485
Albert B. Blixt, Mary L. Eggers, Sylvia L. James, Roland J. Loup,
and Paul D. Tolchinsky

31 Dawson, Patrick: Organizational Change as a Nonlinear,

Ongoing, Dynamic Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 507
Christopher Sykes
32 Denison, Daniel R.: Corporate Culture Teacher, Scholar, and
Consultant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 527
Levi R. G. Nieminen, Robert Hooijberg, and Lindsey Kotrba
33 Dooley, Kevin J.: Complexity – Simple and Useful ........... 541
Glenda H. Eoyang

34 Dunphy, Dexter: Pushing the Boundaries of Change . . . . . . . . . . 557

Doug Stace
35 Emery, Fred: The Ideal Seeker . . . . . . . . . . . . . . . . . . . . . . . . . . . 577
Mark E. Hillon

36 Follett, Mary Parker: Change in the Paradigm of

Integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 595
François Héon, Sébastien Damart, and Lisa A. T. Nelson
37 Ford, Jeffrey, and the Seemingly Invisible Made Obvious:
Pushing Change Scholars and Practitioners to Rethink
Taken-for-Granted Truths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 617
Richard W. Stackman
xxvi Contents

38 Galbraith, Jay R.: Master of Organization Design –

Recognizing Patterns from Living, Breathing Organizations . . . . 631
Sasha Galbraith
39 Golembiewski, Robert T.: Wit, Wisdom, and Exacting
Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 651
Joanne C. Preston and Anthony F. Buono
40 Greiner, Larry E.: Actionable Knowledge in Action .......... 667
Flemming Poulfelt and Anthony F. Buono
41 Gustavsen, Björn: Democratic Dialogue and Development . . . . . 681
Richard Ennals
42 Hatchuel, Armand, and the Refoundation of Management
Research: Design Theory and the Epistemology of Collective
Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 699
Blanche Segrestin, Franck Aggeri, Albert David, and Pascal Le
Masson
43 Heracleous, Loizos: Uncovering the Underlying Processes
of Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 713
Angeliki Papachroni
44 Huy, Quy N.: Strategy Execution and Emotions ............. 727
Timo O. Vuori
45 Jamieson, David W.: Innovating and Integrating Theory
and Practice Across the Field of Organizational
Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 741
Jackie M. Milbrandt and Rachael L. Narel
46 Jamison, Kaleel: Being Big in the World . . . . . . . . . . . . . . . . . . . 769
Frederick A. Miller and Judith H. Katz
47 Janoff, Sandra: Enabling Whole System Change in
Organizations and Communities Around the World . . . . . . . . . . 785
Michael Donnelly
48 Jaques, Elliott: Father Time and Requisite Organizations . . . . . . 805
Margaret Gorman
49 Kanter, Rosabeth Moss: A Kaleidoscopic Vision of Change .... 821
Matthew D. Bird
50 Katz, Judith H., and Her Legacy: Organizational Change and
Justice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 839
Beth Applegate
51 Kets de Vries, Manfred F. R.: Playing the Morosoph . . . . . . . . . . 853
Elizabeth Florent-Treacy, Konstantin Korotov, and Caroline Rook
Contents xxvii

52 Kotter, John: A Pragmatic Observer of Managers’

Life Worlds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 875
Brett Clay
53 Lawler, III, Edward Emmet: Scholar, Change Agent, Sports
Fanatic, and a Hell of a Nice Guy . . . . . . . . . . . . . . . . . . . . . . . . . 891
Susan Albers Mohrman
54 Lawrence, Paul R.: A Career of Rigor, Relevance,
and Passion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 911
Michael L. Tushman
55 Levinson, Harry: Present at the Creation . . . . . . . . . . . . . . . . . . . 923
Rodney L. Lowman
56 Lewin, Kurt (1890–1947): The Practical Theorist ............ 937
Bernard Burnes
57 Lewis, Marianne W.: Paradoxes of Change and Changing
Through Paradox . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 951
Jonathan Schad and Ella Miron-Spektor
58 Lippitt, Ronald: The Master of Planned Change . . . . . . . . . . . . . 967
David B. Szabla

Volume 2

59 Lorsch, Jay W.: The Academic Who Changed the Corporate

Board Room . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 987
Brett A. Geier and Aamir Hasan
60 Marshak, Robert J.: Challenging Traditional Thinking About
Organizational Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 999
Ruth Scogna Wagner
61 Marsick, Victoria, and Karen Watkins: A 30-Year
Collaboration, Learning in the Workplace . . . . . . . . . . . . . . . . . . 1027
Michael Beyerlein, Khalil M. Dirani, and Lei Xie
62 Mayo, Elton: The Fruitful Legacy of an Intellectual Explorer . . . 1047
Eric J. Sanders
63 McGregor, Douglas: His Human Side . . . . . . . . . . . . . . . . . . . . . . 1067
Peter F. Sorensen and Therese F. Yaeger
64 Miller, Eric J.: Practicing Scholar in Action . . . . . . . . . . . . . . . . . 1083
Jean E. Neumann and Antonio Sama
65 Miller, Frederick A.: Leveraging Inclusion as a Breakthrough
Organizational Development Strategy . . . . . . . . . . . . . . . . . . . . . 1103
Monica E. Biggs
xxviii Contents

66 Mirvis, Philip: Fusing Radical Humanism and Organizational

Spirituality in a Boundaryless Career . . . . . . . . . . . . . . . . . . . . . 1125
Tojo Thatchenkery and Param Srikantia

67 Mohrman, Susan Albers: Scholar and Agent of Effective and

Meaningful Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1143
Ramkrishnan V. Tenkasi and George W. Hay

68 Nadler, David: A Life of Congruence . . . . . . . . . . . . . . . . . . . . . . 1155

William A. Pasmore

69 Neumann, Jean E.: The Consultant’s Consultant, Working

Through Complexity in Organizational Development and
Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1173
Francesca Falcone

70 Noel Tichy: A Practitioner-Scholar and Educator Creating

a Sustainable Change Framework . . . . . . . . . . . . . . . . . . . . . . . . 1209
J. B. Jordan

71 Noumair, Debra A.: Understanding Organizational Life

Beneath the Surface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1227
Frank D. Golom

72 Oreg, Shaul: Disentangling the Complexity of Recipients’

Responses to Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1241
Marlene Walk

73 Otto Scharmer and the Field of the Future: Integrating Science,

Spirituality, and Profound Social Change . . . . . . . . . . . . . . . . . . . 1257
Patricia A. Wilson

74 Pasmore, William A.: Navigating Between Academy and

Industry – Designing and Leading Change . . . . . . . . . . . . . . . . . 1277
Abraham B. (Rami) Shani

75 Pava, Calvin: Sociotechnical Systems Design for the

“Digital Coal Mines” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1293
Douglas Austrom and Carolyn Ordowich

76 Petrella, Anthony A.: A Life Well Lived (1935–2018) . . . . . . . . . 1325

Dianna R. Old

77 Pettigrew, Andrew M.: A Groundbreaking Process Scholar . . . . 1341

Harry Sminia

78 Pondy, Lou: Mentor of My Mentor . . . . . . . . . . . . . . . . . . . . . . . 1359

Yue Cai Hillon
Contents xxix

79 Poole, Marshall Scott: Understanding Processes of

Organizational Change Through His Work . . . . . . . . . . . . . . . . . 1375
Paul M. Leonardi
80 Preston, Joanne C.: Integrating Disciplines, Expanding
Paradigms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1393
Jeanne D. Maes and Kenneth L. Wall

81 Quinn, Robert E.: The Paradoxical Mind that Inspires

Positive Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1417
Gretchen M. Spreitzer

82 Revans, Reginald: The Pioneer of Action Learning . . . . . . . . . . . 1437

Mike Pedler
83 Rice, Albert Kenneth: Forgotten Giant, Shaper of a Field . . . . . . 1455
Antonio Sama and Jean E. Neumann

84 Roethlisberger, Fritz J.: A Curious Scholar Who Discovered

Human Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1479
Søren H. Jensen
85 Rosile, Grace Ann: Horse Sense at Work . . . . . . . . . . . . . . . . . . . 1495
David M. Boje

86 Savall, Henri: Connecting the Dots Between Organization

Development and Economic Performance . . . . . . . . . . . . . . . . . . 1509
Véronique Zardet and Marc Bonnet

87 Schein, Edgar H.: The Scholar-Practitioner as Clinical

Researcher . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1527
David Coghlan
88 Schön, Donald: Learning and Change in His Work –
Reflection on Theory and Theory on Reflection . . . . . . . . . . . . . . 1541
Magnus Ramage
89 Seashore, Edith Whitfield, and Her Contribution to the Field of
Organization Development: Theory in Action . . . . . . . . . . . . . . . 1557
Barbara Benedict Bunker

90 Senge, Peter: “Everything That We Do Is About Shifting the

Capability for Collective Action...” . . . . . . . . . . . . . . . . . . . . . . . . 1569
Kathryn Goldman Schuyler
91 Shani, Abraham B. (Rami): A Journey from Action Research
and Sociotechnical Systems to Collaborative Management
Research and Sustainable Work Systems . . . . . . . . . . . . . . . . . . . 1587
Michael W. Stebbins
xxx Contents

92 Smith, Wendy: Creating Momentum, Community, and

Knowledge Around Paradox . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1607
Garima Sharma
93 Sorensen, Peter F.: Influences, Influencer, and Still
Influencing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1621
Therese F. Yaeger
94 Stacey, Ralph: Taking Experience Seriously . . . . . . . . . . . . . . . . . 1635
Chris Mowles
95 Tannenbaum, Robert: An Examined Life . . . . . . . . . . . . . . . . . . . 1655
Christopher G. Worley, Anthony Petrella, and Linda Thorne
96 Taylor, Frederick Winslow: The First Change Agent, from
Rule of Thumb to Scientific Management . . . . . . . . . . . . . . . . . . 1673
S. Henning Jensen
97 Tenkasi, Ramkrishnan (Ram) V.: Expanding and Bridging
the Boundaries of Theory, Practice, and Method . . . . . . . . . . . . . 1691
Eric J. Sanders, George W. Hay, Bart Brock, and Elise Barho
98 Teresa M. Amabile: Innovative Scholar of Creativity and
Work Environments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1707
Constance Noonan Hadley
99 Thatchenkery, Tojo: Concept Champion, Engaged Educator,
and Passionate Practitioner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1729
Param Srikantia
100 Torbert, William Rockwell: Walk the Talk . . . . . . . . . . . . . . . . . . 1751
Steven S. Taylor
101 Trist, Eric: An American/North American View (The Second
Coming) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1767
Paul D. Tolchinsky, Bert Painter, and Stu Winby
102 Tsoukas, Haridimos: Understanding Organizational Change
via Philosophy and Complexity . . . . . . . . . . . . . . . . . . . . . . . . . . . 1781
Demetris Hadjimichael
103 Tushman, Michael L.: A Practice-Informed Explorer and
Organizational Scholar with a Focus on Viable Organizations . . . 1799
Sonja Sackmann
104 Vaill, Peter B.: A Life in the Art of Managing and Leading
Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1817
David Jamieson and Jackie M. Milbrandt
105 Van de Ven, Andrew H.: Engaging Change . . . . . . . . . . . . . . . . . 1843
Kevin J. Dooley
Contents xxxi

106 Warrick, D.D.: Teacher, Scholar, and Consultant Committed

to Building Healthy, High-Performance Organizations . . . . . . . . 1861
Robert A. Zawacki, Asa M. Davis, and Henriette Tonet Fleig
107 Weick, Karl E.: Departing from Traditional Models of
Organizational Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1881
Dave Schwandt
108 Weisbord, Marvin: A Life of Action Research . . . . . . . . . . . . . . . 1897
Martin D. Goldberg
109 Woodman, Richard W.: Creativity and Change . . . . . . . . . . . . . . 1925
Tomas Thundiyil and Michael R. Manning
110 Worley, Christopher: Leading Change Through Agility . . . . . . . 1945
Nicci Kushner and Dea Mulolli
111 Yaeger, Therese: Lifting Up the Voices of the Field . . . . . . . . . . . 1959
Rachael L. Narel
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1975
About the Editor

David B. Szabla Organizational Change Leadership, College of Education and

Human Development, Western Michigan University, Kalamazoo, MI, USA
David B. Szabla leads the M.A. and Ph.D. in organizational change leadership
programs in the Department of Educational Leadership, Research and Technology
at Western Michigan University where he teaches course in group dynamics, large-
scale change, and organization design. His research and writing center on resistance
to change and the relationships among the content, process, and context of organi-
zational change. David is recognized by executive business leaders for strong
diagnostic, intervention design, and evaluation skills, as well as keen communica-
tion, 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 Organiza-
tional Psychology, and the International Leadership Association.

xxxiii
About the Editors to the First Edition

David B. Szabla Organizational Change Leadership, College of Education and

Human Development, Western Michigan University, Kalamazoo, MI, USA
David B. Szabla leads the M.A. in Organizational Change Leadership in the Depart-
ment 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 center 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 Quar-
terly, 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 Teachers College, Columbia University, New York, NY, USA
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 28 books
including Leading Continuous Change, Designing Effective Organizations, Creat-
ing Strategic Change, Relationships That Enable Enterprise Change, and Socio-
technical Systems: A Sourcebook. He served as editor of the Journal of Applied
Behavioral Science and, along with Richard Woodman, was the founding coeditor of
the annual series Research in Organizational Change and Development.

Mary A. Barnes George Washington University, Washington, DC, USA

Mary A. Barnes is a scholar-practitioner who leads the Workforce Transformation
Division for a medium-sized Federal agency. She has over 20 years of experience

xxxv
xxxvi About the Editors to the First Edition

managing people, programs, projects, operations, and more. Her interest and exper-
tise are in developing organizational and talent-related solutions, including facilitat-
ing business model and organizational restructuring, planning and implementing
change, business process redesign, and developing new programs and learning
initiatives. She is a trusted advisor to executive leadership, helping them identify
and remove barriers that get in the way of optimal levels of organizational perfor-
mance and individual engagement. She has been a speaker on various organizational
topics at conferences for the Academy of Human Resource Development, Academy
of Management, and the Society for Human Resource Management. Her educational
background includes an MBA, an M.S. in Financial Management, and a graduate
certificate in Project Management. She is currently a doctoral candidate at George
Washington University, studying Human and Organizational Learning, with a
research focus on Change Management.

Asha N. Gipson Teachers College, Columbia University, New York, NY, USA
Asha N. Gipson is a doctoral student studying Social-Organizational Psychology at
Teachers College, Columbia University. Her research explores intersectionality,
leadership development, and group/team dynamics and effectiveness. In addition
to her studies, she also teaches courses in leadership and group dynamics and
industrial-organizational psychology. She currently serves on the executive commit-
tee of the New York Center, an affiliate of the A.K. Rice Institute and is a member of
the OD Network of New York. Asha received her Bachelor of Arts in Psychology
from Pomona College and a Master of Arts in Organizational Psychology from
Teachers College, Columbia University.
Contributors

Paul S. Adler University of Southern California, Los Angeles, CA, USA

Franck Aggeri Centre de Gestion Scientifique - i3 UMR CNRS 9217, MINES
ParisTech - PSL University, Paris, France
Beth Applegate Applegate Consulting Group, MSOD, CDTL, Bloomington, IN,
USA
John R. Austin University of New England, Biddeford, ME, USA
Douglas Austrom Department of Management and Entreprenuership, Kelley
School of Business, Indiana University, Bloomington, IN, USA
Dick Axelrod The Axelrod Group, Inc., Wilmette, IL, USA
Elise Barho Huron Consulting, Chicago, IL, USA
Mary A. Barnes George Washington University, Washington, DC, USA
Frank J. Barrett Graduate School of Business and Public Policy, Naval Postgrad-
uate School, Monterey, CA, USA
Michael Beyerlein Educational Administration and Human Resource Develop-
ment Program, Texas A&M University, College Station, TX, USA
Monica E. Biggs The Kaleel Jamison Consulting Group Inc., Troy, NY, USA
Matthew D. Bird Universidad del Pacífico, Lima, Lima, Peru
Albert B. Blixt New Campus Dynamics – Consulting Firm, Ann Arbor, MI, USA
Dannemiller Tyson Associate, Ann Arbor, MI, USA
David M. Boje Aalborg University Denmark, Aalborg, Denmark
Emeritus Professor at New Mexico State University, Las Cruces, NM, USA
Lee Bolman Bloch School of Management, University of Missouri-Kansas City,
Kansas City, MO, USA
Marc Bonnet ISEOR Research Center, Magellan, IAE Lyon School of Manage-
ment, University of Jean Moulin, Lyon, France

xxxvii
xxxviii Contributors

Sarah J. Brazaitis Department of Organization and Leadership, Teachers College,

Columbia University, New York, NY, USA
David S. Bright Department of Management and International Business, Wright
State University, Dayton, OH, USA
Bart Brock Colorado Christian University, Lakewood, CO, USA
Barbara Benedict Bunker Department of Psychology, The University at Buffalo,
Buffalo, NY, USA
Anthony F. Buono Department of Management, Bentley University, Waltham,
MA, USA
W. Warner Burke Teachers College, Columbia University, New York, NY, USA
Bernard Burnes Stirling Management School, University of Stirling, Stirling,
Scotland, UK
Brett Clay Fielding Graduate University, Santa Barbara, CA, USA
Change Leadership Group, LLC, Bellevue, WA, USA
David Coghlan Trinity Business School, Trinity College Dublin, Dublin, Ireland
Michael B. Cohen Deakin School of Management, Deakin University, Burwood,
VIC, Australia
Bill Cooke University of York, Heslington, York, UK
Hervé Corvellec Department of Service Studies, Lund University, Helsingborg,
Sweden
Thomas G. Cummings USC Marshall School of Business, University of Southern
California, Los Angeles, CA, USA
Sébastien Damart CNRS, DRM, Université Paris-Dauphine, PSL, Paris, France
Albert David M-Lab, Dauphine Université, PSL Research University, Paris,
France
Asa M. Davis Western Michigan University, Kalamazoo, MI, USA
Khalil M. Dirani Educational Administration and Human Resource Development
Program, Texas A&M University, College Station, TX, USA
Michael Donnelly Second Nature, Co Down, UK
Kevin J. Dooley Supply Chain Management, Arizona State University, Tempe,
AZ, USA
Mary L. Eggers Dannemiller Tyson Associates, Springfield, VA, USA
Richard Ennals Department of Working Life and Innovation, University of Agder,
Grimstad, Norway
Contributors xxxix

Kingston Business School, Kingston University, London, UK

Glenda H. Eoyang Human Systems Dynamics Institute, Circle Pines, MN, USA
Ulla Eriksson-Zetterquist Gothenburg Research Institute (GRI), University of
Gothenburg, Gothenburg, Sweden
Francesca Falcone Department of Political and Social Sciences, University of
Calabria, Arcavacata di Rende, Italy
Elizabeth Florent-Treacy INSEAD, Paris, France
Tobias Fredberg Chalmers University of Technology, Gothenburg, Sweden
Ronald Fry Case Western Reserve University, Cleveland, OH, USA
Sasha Galbraith Galbraith Management Consultants, Breckenridge, CO, USA
Brett A. Geier Western Michigan University, Kalamazoo, MI, USA
Martin D. Goldberg Distant Drummer LLC, Easton, MD, USA
Pepperdine University, Malibu, CA, USA
Kathryn Goldman Schuyler California School of Professional Psychology,
Alliant International University and Coherent Change, San Francisco, CA, USA
Frank D. Golom Department of Psychology, Loyola University Maryland, Balti-
more, MD, USA
Margaret Gorman Graduate School of Education, College of Professional Stud-
ies, Northeastern University, Boston, MA, USA
Demetris Hadjimichael Warwick Business School, University of Warwick, Cov-
entry, UK
Constance Noonan Hadley Boston University, Boston, MA, USA
Aamir Hasan Western Michigan University, Kalamazoo, MI, USA
George W. Hay Business Psychology Department, The Chicago School of Profes-
sional Psychology, Chicago, IL, USA
Tonya L. Henderson Tonya Lynn Henderson, Limited, Colorado Springs, CO,
USA
François Héon Psychologist and Consultant in Leadership, François Héon Con-
sulting, Montréal, QC, Canada
Mark E. Hillon Lafayette Institute, Cullowhee, NC, USA
Yue Cai Hillon Western Carolina University, Cullowhee, NC, USA
Robert Hooijberg IMD Business School, Lausanne, Switzerland
xl Contributors

Mark Hughes Brighton Business School, University of Brighton, Brighton, East

Sussex, UK
Geralyn Hynes School of Nursing and Midwifery, Trinity College Dublin, Dublin,
Ireland
Sylvia L. James Dannemiller Tyson Associate, Ann Arbor, MI, USA
David Jamieson Organization Development and Change, University of
St. Thomas, St. Paul, MN, USA
Søren H. Jensen Department of Management, Politics and Philosophy, Copenha-
gen Business School, Copenhagen, Denmark
S. Henning Jensen Department of Management, Politics and Philosophy, Copen-
hagen Business School, Copenhagen, Denmark
J. B. Jordan Department of Educational Leadership Research and Technology,
Western Michigan University, Kalamazoo, MI, USA
Dan Kärreman Copenhagen Business School, Frederiksberg, Denmark
Royal Holloway, University of London, Surrey, UK
Judith H. Katz The Kaleel Jamison Consulting Group Inc., Troy, NY, USA
Tom Kenward Connecting Development Ltd, Brighton, UK
Konstantin Korotov Center for Leadership Development Research, ESMT-Berlin,
Berlin, Germany
Lindsey Kotrba Masco, Livonia, MI, USA
Nicci Kushner Western Michigan University, Kalamazoo, MI, USA
Marc Lavine Department of Management, University of Massachusetts, Boston,
MA, USA
Pascal Le Masson Centre de Gestion Scientifique - i3 UMR CNRS 9217, MINES
ParisTech - PSL University, Paris, France
Paul M. Leonardi Technology Management Program, University of California,
Santa Barbara, CA, USA
Michael S. Lewis Assumption College, Worcester, MA, USA
Roland J. Loup Dannemiller Tyson Associates, New Albany, OH, USA
Rodney L. Lowman Lowman & Richardson/Consulting Psychologists, PC and
CSPP, Alliant International University, San Diego, CA, USA
Jeanne D. Maes Mitchell College of Business, University of South Alabama,
Mobile, AL, USA
Contributors xli

Gary Mangiofico Organization Theory and Management/Organization Develop-

ment, Pepperdine University’s Graziadio School of Business and Management, Los
Angeles, CA, USA
Michael R. Manning Leadership, Strategy and Change, Center for Values-Driven
Leadership, Goodwin College of Business, Benedictine University, Chicago, IL,
USA
Bill McEvily Rotman School of Management, Toronto, ON, Canada
John McWilliams Deakin School of Management, Deakin University, Burwood,
VIC, Australia
Jackie M. Milbrandt Organization Development and Change, University of
St. Thomas, St. Paul, MN, USA
Frederick A. Miller The Kaleel Jamison Consulting Group Inc., Troy, NY, USA
Ella Miron-Spektor INSEAD, Fontainebleau, France
Susan Albers Mohrman Center for Effective Organizations, Marshall School of
Business, University of Southern California, Los Angeles, CA, USA
Chris Mowles Hertfordshire Business School, Hatfield, UK
Dea Mulolli Western Michigan University, Kalamazoo, MI, USA
Rachael L. Narel Benedictine University, Lisle, IL, USA
Lisa A. T. Nelson Department of Management, Saint Joseph’s University, Phila-
delphia, PA, USA
Jean E. Neumann The Tavistock Institute of Human Relations, London, UK
Levi R. G. Nieminen BetterUp, San Francisco, CAI, USA
Walter Nord University of South Florida, Tampa, FL, USA
Debra A. Noumair Department of Organization and Leadership, Teachers College,
Columbia University, New York, NY, USA
Aaron J. Nurick Bentley University, Waltham, MA, USA
Dianna R. Old The Rae Group, Inc., Ann Arbor, MI, USA
Carolyn Ordowich STS Associates, Princeton, NJ, USA
Bert Painter Consulting Social Scientist and Filmmaker, Bowen Island, BC,
Canada
Angeliki Papachroni Warwick Business School, University of Warwick, Coven-
try, UK
William A. Pasmore Teachers College, Columbia University, New York, NY, USA
xlii Contributors

Mike Pedler Henley Business School, University of Reading and Centre for Action
Learning Facilitation (CALF), Reading, UK
Anthony Petrella Arnold, MD, USA
Danielle L. Pfaff Teachers College, Columbia University, New York, NY, USA
Flemming Poulfelt Copenhagen Business School, Copenhagen, Denmark
Johanna E. Pregmark Chalmers University of Technology, Gothenburg, Sweden
Joanne C. Preston Joanne C. Preston & Associates, Colorado Springs, CO, USA
Magnus Ramage School of Computing and Communications, The Open Univer-
sity, Milton Keynes, UK
Caroline Rook Henley Business School, University of Reading, Henley-upon-
Thames, UK
Sonja Sackmann Department of Economics, Management and Organization Sci-
ences, EZO Institute for Developing Viable Organizations, University Bundeswehr
Munich, Neubiberg, Germany
Antonio Sama Christ Church Business School, Canterbury Christ Church Univer-
sity, Canterbury, UK
Eric J. Sanders Department of Business and Economics, Elmhurst University,
Elmhurst, IL, USA
Jonathan Schad King’s College London, King’s Business School, London, UK
Dave Schwandt George Washington University, Washington, DC, USA
Blanche Segrestin Centre de Gestion Scientifique - i3 UMR CNRS 9217, MINES
ParisTech - PSL University, Paris, France
Dennis R. Self Sorrell College of Business, Troy University, Troy, AL, USA
Department of Human Resource Management and Law, Sorrell College of Business
at Troy University, Montgomery, AL, USA
Abraham B. (Rami) Shani Orfalea College of Business, California Polytechnic
State University, San Luis Obispo, CA, USA
Garima Sharma Public Management and Policy Department, Andrew Young
School of Policy Studies, Georgia State University, Atlanta, GA, USA
Harry Sminia Department of Management Science, University of Strathclyde
Business School, Glasgow, Scotland, UK
Peter F. Sorensen OD Department, Benedictine University, Lisle, IL, USA
Gretchen M. Spreitzer Ross School of Business, Center for Positive Organiza-
tions, University of Michigan, Ann Arbor, MI, USA
Contributors xliii

Param Srikantia School of Business, Baldwin Wallace University, Berea, OH,

USA
Doug Stace AGSM, University of New South Wales Business School, Sydney,
NSW, Australia
Cass Business School, City University, London, UK
Richard W. Stackman University of San Francisco, San Francisco, CA, USA
Michael W. Stebbins Orfalea College of Business, California Polytechnic State
University, San Luis Obispo, CA, USA
Stefan Sveningsson Lund University, Lund, Sweden
Christopher Sykes School of Management, Operations and Marketing, Faculty of
Business, University of Wollongong, Sydney, Australia
David B. Szabla Organizational Change Leadership, College of Education and
Human Development, Western Michigan University, Kalamazoo, MI, USA
Steven S. Taylor Foisie School of Business, Worcester Polytechnic Institute,
Worcester, MA, USA
Ramkrishnan V. Tenkasi The Benedictine University, Chicago, IL, USA
Tojo Thatchenkery George Mason University, Arlington, VA, USA
Linda Thorne Arnold, MD, USA
Tomas Thundiyil Management, Central Michigan University, Michigan, MI, USA
Paul D. Tolchinsky Performance Development Associates, Scottsdale, AZ, USA
Henriette Tonet Fleig Western Michigan University, Kalamazoo, MI, USA
Michael L. Tushman Harvard Business School, Boston, MA, USA
Timo O. Vuori Department of Industrial Engineering and Management, Depart-
ment of Management Studies, Aalto University, Helsinki, Finland
Ruth Scogna Wagner School of Public Affairs, American University, Washington,
DC, USA
Marlene Walk Paul H. O’Neill School of Public and Environmental Affairs,
Indiana University-Purdue University Indianapolis, Indianapolis, IN, USA
Kenneth L. Wall Epic Investments, Inc., Colorado Springs, CO, USA
Patricia A. Wilson Graduate Program in Community and Regional Planning,
University of Texas, Austin, TX, USA
Stu Winby SPRING Network LLC, Palo Alto, CA, USA
Christopher G. Worley Pepperdine University, Malibu, CA, USA
xliv Contributors

Lei Xie Educational Administration and Human Resource Development Program,

Texas A&M University, College Station, TX, USA
Therese F. Yaeger OD Department, Benedictine University, Lisle, IL, USA
Véronique Zardet ISEOR Research Center, Magellan, IAE Lyon School of Man-
agement, University of Jean Moulin, Lyon, France
Robert A. Zawacki University of Colorado, Colorado Springs, CO, USA
Alban, Billie: The Inclusive Organizational
Development Practitioner and Scholar 1
Gary Mangiofico

Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Influences and Motivations: The Early Years and the Influence of Inclusiveness . . . . . . . . . . . . . . 2
Emerging Professional Life and Early Influences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Renowned Collaboration with Barbara Bunker: The OD Partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Key Contributions: The Chronicler of an Emerging Era . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
New Insights: Collectively Creating the Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Legacies and Unfinished Business: What Are the New Compelling Ideas in OD Practice . . . . 13
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Abstract
This chapter provides an overview of the contributions of Billie Alban, one of the
foremost early thinkers and leaders in the field of Organizational Development
(OD) and change. From her early childhood and throughout her life, Billie became
the voice of advocacy for stakeholder inclusion. Starting with her young adult life,
this chapter explores the influences early OD figures had on her development as a
practitioner and then moves on to her own formidable contributions to the field
which served to influence the development of generations of OD practitioners.
Billie Alban’s key works on the use of large-scale change methods, her collabora-
tors, and her beliefs that we are always in community are discussed, as is the key
legacy of her work and presence in the field of OD.

Keywords
Large group interventions · Organizational development · Inclusion · Women
pioneers · System · Management · Emergent dynamics · Systematizing of large
group methods · Moral imperative of giving voice
G. Mangiofico (*)
Organization Theory and Management/Organization Development, Pepperdine University’s
Graziadio School of Business and Management, Los Angeles, CA, USA
e-mail: gary.mangiofico@pepperdine.edu

© The Author(s), under exclusive licence to Springer Nature Switzerland AG 2021 1

D. B. Szabla (ed.), The Palgrave Handbook of Organizational Change Thinkers,
https://doi.org/10.1007/978-3-030-38324-4_28
2 G. Mangiofico

Introduction

Billie’s (nee Wetter) remarkable journey began in the early twentieth century. Born
in 1925 and raised in New York City, she began a bold and gracious life, becoming
one of the key voices and one of the first significant women in the formative years of
the field of Organizational Development (OD). Bold in that she embarked on
adventures unique and courageous for a woman of her time and gracious in that
there is a history and pattern to her life that show great interest in and respect for the
voices of others along the way. This pattern of would find its way into her life’s work
and her well-known writing on Large Group Interventions (1997, 2006) with partner
Barbara Bunker. An advocate for the inclusion of all stakeholders in the pursuit of
possibilities that may affect them, Alban’s work has served both as guidance and as a
testament for the “rightness” of the collective voice to be heard.

Influences and Motivations: The Early Years and the Influence

of Inclusiveness

Alban was raised at 24 Washington Square North in Greenwich Village with her
parents and a brother, Pierce Trowbridge Wetter Jr., who would go on to be one of
the founders of Datron Advanced Technologies. According to his obituary, “Pierce
worked until he retired from his chief scientist role at the age of 84, and was beloved
at his workplace; it was common for the employees to refer to him as ‘Uncle
Pierce’.” Her mother, Gladys (nee Mock), was both an artist and an activist.
Known for her etching, graphic arts, and printmaking, Mock’s work has received
awards, including the Emily Lowe Memorial Award and Audubon Artists, and has
been on exhibition in the Art Institute of Chicago; Corcoran Gallery in Washington,
DC; Carnegie Institute and International, among other museums. Alban’s father,
Pierce Trowbridge Wetter, a trained engineer, was very involved in the politics of his
day. An activist and preservationist, he served on the Greenwich Village Historical
Society and fought against the rerouting of Washington Square. Wetter was a union
organizer and one of the original members of the Wobbly Group. The “Wobblies” as
they were more commonly known, were members of the Industrial Workers of the
World (IWW) founded in 1905. The IWW’s primary focus was on the democracy of
the workplace and differed from other unions, in that its leadership was chosen from
amongst its rank and file. They believed in uniting workers as one class of people in
an effort to counteract the influence of the employing class, deriving their strategies
from socialism and anarchist movements.
As a Quaker and pacifist, he was opposed to World War I and spent 5 years in jail
for his conscientious opposition. Though eventually pardoned in 1933 by President
Franklin D. Roosevelt, Wetter initially refused the pardon based on his belief in his
moral stance. Alban recalled her father as being very supportive of her and having a
profound influence on her moral development, a trait that would influence her work
in OD. This early influence of self-management of the common worker derived from
her father and his work with the IWW philosophy is clearly reflected in her belief in
1 Alban, Billie: The Inclusive Organizational Development Practitioner and. . . 3

the right of others to have a say in that in which they are a stakeholder. About this she
stated, “I focused on the participative process of engaging all stakeholders, and then
searching for the common ground amongst them” (August, 2016). Alban believed
that in an organization, everyone had a right to be heard. Warner Burke (2016) has
said, “She [Alban] is a woman loaded with integrity. Her deep convictions are part of
what makes her so attractive to others, who quickly feel they can trust and believe in
her.” A strong and committed moral compass of what is right would influence her
life’s work.
Coming from such a formidable family, Alban has told her story of being raised
on Washington Square as the beginning of wanting to understand others’ views. She
remembers that when she was a child, her family lived on the north side of the
square, which was considered a fairly wealthy and comfortable area, with the
southeast side’s being known as Little Italy. She was told not to go to the south
side because of “the Italians,” who would “knock her off her bike and take it from
her.” But curious, as is her nature, Alban went to the Little Italy neighborhood
anyway, and of course nothing bad happened. In fact, she recalled that she once fell
off her bike, and an Italian mother came to her aid, helping her up and taking care of
her. That’s when Alban said she had a moment of insight, realizing – even as a
child – that people say negative things about others but that those characteristics
aren’t necessarily true, and that one should listen to others directly to learn their story
firsthand.
Alban said that New York City was a “great place” for her to grow up, providing a
rich background in which to break down stereotypes and learn about life from the
different kids in the park and the diverse communities around her. Alban grew up an
Episcopalian, but went to a Quaker school in NYC; that school still exists today. That
early Quaker influence impressed upon her the need to try diplomacy first, although
that does not mean that a person must just take a passive position to meet harsh
situations; rather, he or she needs to break down pejorative terms to work effectively
in such conditions. She would go on to attend a boarding school in Massachusetts at
age of 12. While there, Alban rallied her peers and challenged the administration
because its members did not include or involve the students (their customers) in what
was being done or decided for them. She attended Goddard College in Vermont, a
university that was considered very progressive. There, she loved that the adminis-
tration involved the students in discussion. After graduation, she went on to Yale and
was one of the first women to receive a Master of Fine Arts Degree in theater. Feeling
that she needed to know something about business to get involved in the world, she
also obtained a minor in economics.

Emerging Professional Life and Early Influences

While at Yale, Alban met her husband, Guillermo Alban, an Ecuadorean, and moved
with him to Ecuador, where she would live for some 15 years. While there, she began
her family, having two daughters, Margarita – now a civic leader – and Patricia Lynn,
who is a physician. Becoming fluent in Spanish, Billie Alban also taught in the
4 G. Mangiofico

drama department at the University of Guayaquil while cofounding a local repertory

group, which would eventually play a part in her community restoration work that
included staging plays to educate local people about poverty, health, and other issues
of subsistent living. This work was done in collaboration with the Peace Corps in
Ecuador.
Not long after moving to Ecuador, Alban and her husband began a transportation
petroleum business, the Transpetroleo Corporation. She started the business of
bunkering ships – fueling ships offshore so they can continue their journey. Soon
after beginning this work as vice president, she realized that she needed a license as a
master’s ticket to captain, because in so doing, she could travel, going up and down
the South American coast to grow the business. So she went forward, qualified, and
obtained her license. It was during this time that Alban got her first taste of business
organization and found it to her liking; it would eventually be part of what supported
her entry into the world of OD.
Alban recalled (2014) that while she was in Ecuador, she worked in a community
development project to assist the surbannos (“barrios that were outside the city limits
and not entitled to any services . . . nothing available!” (p. 9)). The project began to
sponsor workshops that taught various trades as a means of self-sufficiency to the
members of the slum barrios. Alban, a lifelong Episcopalian, was also involved in
the seeding and building of a new congregation in Guayaquil with a group of other
expatriates from both America and Great Britain. This effort would eventually
evolve into what is now La Catedral Cristo Rey in the Diocesis Litoral Del Ecuador.
It was during this work that she was referred to National Training Laboratory
(NTL) in Bethel, Maine, for further development through a colleague in the Epis-
copal Church. While exploring NTL and after taking a community development
program that was a T-group, she learned of the Program for Specialists in Organi-
zation Development (SPOD). Alban has readily admitted that her first application
was denied. Warner Burke, who was on faculty at NTL at the time, said that the
reason Alban was turned down was because she came from theater training and
seemed inadequately prepared for SPOD. However, upset and resourceful, Alban
wrote a letter furthering her case, explaining her business experience with the family
transportation petroleum company as well as her concerted community outreach
efforts and practice. Upon receiving the letter and being somewhat astonished at
Alban’s boldness, Richard “Dick” Beckhard and Burke agreed to give Alban a
chance. Burke felt that much of her work clearly showed she understood manage-
ment and leading change but that what she lacked was the formal language and
training. Impressed by her management experience in Ecuador, Beckhard and Burke
admitted her to the program. According to Burke, that was clearly the right decision.
Alban became one of the first women to train in OD and one of the first to practice
OD. Of her, Burke (2016) said, “Billie is to OD what Mary Parker Follett was to
management.” And while Alban is far too humble to assert such a claim, she has
before said (2014), “I may not have been the mother of OD, but I was there almost
from the beginning – probably the oldest sister” (p. 11).
In the late 1960s, there was an increasing discontent with the exclusion of women
among the NTL faculty. By then, Alban had become faculty and a notable
1 Alban, Billie: The Inclusive Organizational Development Practitioner and. . . 5

practitioner. Burke and Beckhard began using her in all kinds of capacities, feeling
that she was such a natural. Alban brought in Bunker to do work with her; and at the
same time, there was Edie Seashore, who was a pioneer in the field of organizational
development, heavily focused on the areas of coaching and feedback. She and her
husband Charlie were renowned for their work on the “use of self.” Alban, Bunker,
and Seashore were joined by Elsie Y. Cross, also a pioneer in organizational
development (OD) and of diversity for business, as well as the author of Managing
Diversity – The Courage to Lead (2000). These women were not only pioneers in the
field of OD, they were among the first significant women who advocated in the early
years for the inclusion of more competent women in NTL, confronting the attitudes
of the men at NTL. They were supported by Burke, whom Billie credited with being
responsible for making many of the changes that led to greater inclusion of women in
the OD field. After approximately 3 years, they had a confrontation with the men,
which began changing the all-men’s club of NTL and OD.
Beckhard, one of the founding fathers of the field of OD, had significant influence
on Alban’s development as a practitioner. When Alban first went to NTL and
participated in a T-group, she heard Beckhard talk about organizations and the
importance of organization structure, purpose, process, strategies, needs, leadership,
etc. Impressed by his orientation, she quickly realized how important the work of
OD was. As they both were fond of saying, we are all born into organizations – our
family being the first and that being the place in which we primarily learn about how
to handle leadership, relate to the outside world, deal with conflict, handle competing
needs, and make plans to move forward. These ideas were crucial influences that
impacted both her view of and how she worked with business, community, and
religious institutions.
Alban said that Beckhard put on a workshop to determine how to help students in
other programs understand OD. At one point, everyone went to lunch, but she stayed
back with a friend, and they began to think about it and developed a design for the
workshop. When Beckhard arrived, he reviewed her work and loved it – and they
began a very close friendship and collaboration. Beckhard asked her to take over a
workshop, being sure to collect data via interviewing people, creating interventions
and so forth. Alban ran the workshop, with a very positive outcome. Even more
impressed, Beckhard then helped Alban’s career by deferring to her when he wasn’t
available to do the work. That, Alban said, is how she got her real start in OD. Their
similar backgrounds – both training in the theatre before turning to OD – gave both
of them something in common, while at the same time, providing unique
experiencesfrom which to draw in the development of their work together.
Beckhard believed that the purpose of OD was to ask how to improve the
organization/system and then finding ways to improve it. This view was founda-
tional to the early work of OD and Alban’s induction to the work. Beckhard placed a
lot of emphasis on helping organizations look at their strategic plans and intent and
then ask how to improve it. This focus helped organizations to function more
effectively and manage change through a more systematized understanding of the
organization, its identity and its environment. Beckhard’s belief that organizations
function better when they involve their employees in looking at all dimensions –
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 Antonio (flanken, al Sebastiano).
Hodiaŭ ni, vespere, tion faros;
Ĉar ili tiam estos lacigitaj
Per siaj marŝoj tie ĉi kaj tie,
Kaj ili ne singardaj povos esti,
Dormante tiel . . .
Sebastiano (flanken, al Antonio).
Bone, . . . jes, . . . vespere.
(Solena kaj stranga muziko aŭdata).
Alonzo.
Ho, kia belsoneco! kareguloj, aŭdu!
(Venas Prospero, nevidebla, supre—Venas multaj strangegaj
formoj kiuj alportas nutraĵon kaj festenilaron: ili dancas ĉirkaŭe
kun ĝentilaj salutoj, invitas la Reĝon k.t.p. por manĝi, kaj tiam ili
foriras).
Gonzalo.
Mirinde dolĉa sonas la muziko!
Alonzo.
Ĉielo gardanĝelojn al ni donu!
Strangegaj tiaj formoj kiaj estas?
Sebastiano.
Ridinda estas viva petolaĵo:
Nun kredos mi pri la unukornuloj,
Ke Arabujo naskas tronan arbon,
Sidejon de l’ Fenikso; ke la birdo
Nun reĝas tie.
Antonio.
Certe, mi mem kredos
Eĉ ion ajn,—se vi ne kredos ĉion—
Al mi do diru kion vi bonvolos,
Mi ĵuros ĝin kredinda—Ĉar neniam
Vojaĝemul’ mensogis—kvankam, dome,
Idiotuloj ridas.
Gonzalo.
Se mi dirus
En Neapolo ke ĉi tie loĝas
Kreitoj tiel formaj kiel tiuj,—
(Ĉar certe ili estas insulanoj)—
Kaj, kvankam monstroformaj, ilin notu:
Ilia ĝentileco eĉ superas
La nian, kaj aliajn.
Prospero (flanken).
Honestulo,
La veron diris vi: pli ol diabloj
Malbonaj kelkaj inter vi nun estas.
Alonzo.
Je tio mi ne povas tro miregi:
Esprimas formoj, gestoj, sonoj ĉion
(Parolon kvankam ili ne posedas)
Bonege, kion ili volas.
Prospero (flanken).
Laŭdo,
La malaperon sekvas.
(La strangaj formoj malaperas).
Francisko.
Stranga sveno!
Sebastiano.
Ne grave estas: ili nutron lasis,
Kaj ni malsatas. Kiu volas manĝi?
 Alonzo.
Neniam mi.
Gonzalo.
Ne timu, nobla Reĝo.
Ĉu en knabtempo kredis ni, ke homoj
Ekzistas bovlaringon posedantaj
Kun viandpoŝ’ pendanta, aŭ aliaj
Kun kapo en la brusto? Nun, ni vidas,
Ke ĉiu revenanta rakontisto
Al ni la pruvon donos. Do, ne timu.
Alonzo.
Nu! staros mi por manĝi, spite ĉio:
Se por la lasta fojo, ne signifas . . .
Ĉar mi jam la plej bonan tempon perdis . . .
Vi, frato, kaj vi, Duko, nin imitu.
(Fulmotondro. Venas Arielo harpiforma, malfaldas flugilojn kaj
per ili kovras la tablon: la festeno malaperas).
Arielo.
Vi, tri pekuloj estas, kiujn sorto
(La granda reĝo de l’ subluna mondo)
Igis la maron, ĉiam malsategan,
Vin vomi sur ĉi tiun landinsulon;
Vin, inter homoj, plej malindajn vivi!
Vi freneziĝas kaj blindiĝas kiel
Mempendigontoj aŭ memdronigontoj.
(Alonzo, Sebastiano, kaj Antonio eltiras siajn glavojn).
Ho, malsprituloj, mi kaj kunsekvantoj
Ministroj sortaj estas: elementoj,
El kiuj glavojn viajn homo faris,
Pli taŭge laŭtan venton povus vundi,
Mortigi la marakvon per ponardo,
Ol eĉ flugilplumeron—mian blovi!
Kaj estas el ni ĉiu nevundebla.
Eĉ se vi vundi povus, tiuj glavoj
Tro pezaj estas nun por brakoj viaj,
Kaj ne leviĝi volas. Sed memoru—
(Ĉar tio estas mia nunafero)—
Ke vi Prosperon el Milan’ forpelis,
En maro lin lasante, kun filino.
Nun, al vi tri, la maro venĝis ilin.
Se vian hontindaĵon la Povegoj
Prokrastis puni, ne forgesis ili:
Marondojn, teron ili kolerigis,
Ke ĉiu kreitaĵ’ vin kontraŭstaru.
Alonzo, vi, pro tio filon perdis, . . .
Kaj mi malbonon al vi tri anoncas
Ol morta kondamnego pli teruran;
Ĉar paŝo ĝi post paŝo vin renkontos
Sur tiu ĉi dezerta terinsulo:
De l’ venĝo vin nenio povas ŝirmi,
Krom via korĉagreno pro la krimo,
Kaj, de nun, vivo pura.
(Malaperas en fulmotondron; tiam kun dolĉa muziko aŭdata,
denove venas spiritaj formoj, kiuj, moke grimacantaj, dancas
ĉirkaŭe kaj forportas la tablon).
Prospero (flanken).
Ho, mia Arielo, vi bravege
Plenumis vian rolon de harpio,
El l’ instrukci’ forgesis vi nenion;
Eĉ vivaj ŝajnis gnomoj kaj koboldoj,
Fantomoj, kiuj servas min fidele!
Nun, kunligitaj, tiuj malamikoj
Senspritaj staras en la povo mia.
Mi iros tuj—lasante ilin tiel—
La bravan princon Ferdinandon vidi
Kaj ankaŭ de ni du la karulinon. (Foriras supren).
Gonzalo.
En nom’ de io sankta, Reĝo mia,
Vi kial staras tiel mirigita?
Alonzo.
Ho, monstra! monstra estas la apero!
Parolis al mi la teruraj ondoj!
Pri tio la blovado eĉ kantadis . . .
Al mi la tondro, de l’ ĉiel’ orgeno,
La nomon de Prospero elparolis,
Min surdigante per profunda baso,
Kaj kantotem’ nur mia krimo estis!
En mara ŝlimo, tial, filo kuŝas,
Kaj pli profunde ol sondilo iam
Fundiros mi kun li. (Foriras).
Sebastiano.
De malamikoj
Malkune mi legiojn batalados!
Antonio.
Vin helpi mi tuj iros!
(Foriras Sebastiano kaj Antonio).
Gonzalo.
Frenezuloj!
Ilia kulp’, veneno malrapida,
Post longe mordas kaj turmentas ilin.
Vi, kiuj povas kuri, mi petegas,
Junuloj, sekvu ilin kaj malhelpu
Malbonon ian kiun eble farus,
Triope, koleruloj.
Adriano.
Kun mi venu! (Ĉiuj foriras).
 Akto IV.
Sceno 1.—Antaŭ la ĉambreto de Prospero.
(Venas Prospero, Ferdinando, kaj Mirando).
Prospero.
Se tro severe mi kun vi agadis,
Kompenso tuja vin ĝojigos plene,
Ĉar de memvivo mi al vi fadenon
Oferas: ŝi, por kiu mi nur vivas,
Fariĝu via! . . . Sole de patramo
Devenis la punŝajna humilego
Per kiu vi suferis; l’ amon vian
Traprovi mi deziris, kaj, Reĝido,
Vi noble, eĉ fortege submetiĝis
Al laborego. Antaŭ la Ĉielo,
Tre riĉan donon al vi mi certigas,
Ho, Ferdinando! Tial, ne ridetu
Se mi, fiera je filin’ karega,
Prilaŭdas ŝin, ĉar donas mi trezoron,
Donante idon indan je feliĉo
Pli ol mi povus diri.
Ferdinando.
Vin mi dankas
Kaj fidas pli ol ian orakolon!
Prospero.
Donacon mian, vian feliĉecon
Gajnitan brave, de mi nun ricevu:
Mirando’n prenu; sed virgecon ŝian
Ol vian vivon pli respektu, Princo,
Ĝis de l’ edziĝo l’ unueco sankta
El vi du faros unu; ĉar, alie,
Malbono anstataŭus dolĉan pacon
Kaj superegan benon: via lito
Ne konus amon, sed malpacon akran,
Sovaĝan frukton de malpura vivo.
Atendu ĉaste ĝis himenaj lampoj
Vin al l’ altar’ kondukos.
Ferdinando.
Ĉar mi preĝas
Por edza feliĉec’, idaro nobla,
Kaj paca, longa vivo, puran amon
Mi tiel en mi sentas, ke nenio,
Eĉ penso nemalkulpa loĝi povus
En brusto plena je edzin’ anĝela
Karega tiel! La mallum’ ereba
Ne povon por min malvirtigi havus
Kun ŝi apuda. Forte do mi staras:
Nek tento, nek okazo min submetos
Ĝis venos kroni la feliĉon nian
Himena festo.
Prospero.
Bone vi ĵus diris.
Sidiĝu kune, ŝi nun estas via.
(Vokas) Ho! Arielo, agemulo, venu!
(Venas Arielo).
Arielo.
Povestro mia, kion vi deziras?
Prospero.
Vi kaj sekvantoj agis ĵus bonege,
Kaj mi bezonas, por alia servo,
La helpon vian. Iru, alkonduku
Ĉi tien viajn ĉiujn subspiritojn,
(Mi super ili al vi donis povon),
Vigligu ilin, per rapida movo,
Ĉar al ĉi tiuj junaj gefianĉoj
Mi volas fantazion nun prezenti;
Kaj ili ĝin atendas.
Arielo.
Baldaŭ, mastro?
Prospero.
Tuj, nun, en palpebruma daŭro.
Arielo.
Bone!
Antaŭ ol vi venu! diros,
Aŭ dufoje iru! spiros,
Obeante vin, ni iros,
Piedfingre eĉ deiros,
Supreniros, aŭ subiros,
Laŭ ke vi mem ekdeziros. . . .
Ĉu vian amon, mastro, mi akiros?
Prospero.
Spirito kara, certe, aerido!
Ne venu nun, ĝis mi alvokos. . . .
Arielo.
Bone! (Foriras).
Prospero (al Ferdinando).
Ho, Princo, zorgu ĉiam esti vera:
Ne ludu kun la ĉarma via ravo,
Aŭ sanktaj ĵuroj pajlo nur fariĝus
Por bruli en la brusto. Vin detenu,
Aŭ al promesoj diru tuj adiaŭ.
 Ferdinando.
Sinjor’, ne timu, ĉar la virga neĝo
Jam koron mian tuŝis, kaj malhejtas
La flamon ĉe l’ hepato.[14]
Prospero.
Prave, bone!
(Alvokas) Nun, venu, Arielo, spiritaron
Ĉi tien alkonduku! Estu viglaj!
Nenian vorton! Nur okulojn! Vidu!
(Dolĉa muziko aŭdata; venas Iriso).
Iriso.
Cereso, venu, ho, belegulino!
Foriru el kamparo kiun kovras
Tritik’, sekal’, horde’, aveno, pizoj,—
El montoj, kie paŝtas sin la ŝafoj,
El la herbejo, kiu donas fojnon,
Brutaran nutron,—Bordoj ornamataj
Per peonioj, verda kunplektaĵo,
Sur kiuj ŝprucis la Aprila spongo,
Por fari ĉastajn kronojn al la nimfoj;—
El stiparbaro kies ombron serĉas
De amantino fraŭlo forpelita;—
El riĉa vinberejo, el marbordo
Malfrukta, ŝtona, kie vi vagadas. . . .
Ĉar, per Iriso, reĝa senditino,
Ĉiela Juno vin alvokas: venu! . . .
Kortegaj pavoj flugas tra l’ aero. . . .
Ĉi tien venu premi la herbejon;
Gracie, baldaŭ la estrin’ mem venos. . . .
Alproksimiĝu! festu la Reĝinon!
(Venas Cereso).
Cereso.
Iris’, saluton, multe-kolorita
De Juno fidelega heroldino!
Flugilo flava via sur la floroj
Dissemas mielgute dolĉan pluvon;
Per ambaŭ finoj de l’ arkaĵo blua
Ĉirkaŭprenante arbajn ebenaĵojn,
Kaj ankaŭ krutan senarbetan randon.
De tero mia skarpo brila, diru,
Tuj diru kial la Reĝino via
Venigis min sur tiun ĉi herbejon?
Iriso.
De amo vera por kontrakton festi,
Kaj ankaŭ por donacojn fari kelkajn
Al karaj geamantoj.
Cereso.
Ĉielarko,
Ĉu sekvas nun Venero kaj Kupido
Reĝinon nian? Diru. De la tempo
En kiu ili kune konspiradis
Por min senigi je filin’ amata,
Veneron kaj Kupidon mi evitas.
Iriso.
Ne timu ŝin renkonti: mi ĵus vidis
Trenatan per kolomboj, tra la nuboj,
La veturilon kie ŝi, kun knabo,
Rapidas nun al Pafos. Vane ili
Ekpensis tie ĉi malbonon fari
Al niaj geedzontoj, kiuj volas
Atendi ĉaste la himenan torĉon:
Marsamistinon venkis gevirtuloj;
Eĉ ŝia vespa filo sagojn rompis,
Kaj ĵuris ke de nun li plu ne pafos,
Sed, simpla knabo, ludos kun paseroj.
 Cereso.
Reĝin’ altega, pova Juno venas:
Ŝin konas mi per l’ iro majestega!
(Venas Juno).
Juno.
Fratino malavara, kun mi iru
Por beni tiujn ĉi du noblajn korojn;
Ke ili ambaŭ estu prosperegaj,
Feliĉaj per edzeco kaj idaro!
Juno.
(Kanto).
Honor’, riĉec’, edziĝbeno,
Longa daŭro, idarpleno,
Horoj ĝojaj per alveno
Benu vin, de Juno l’ beno!
Cereso.
Terplenego, sufiĉego
En garbejo kaj grenejo,
Fruktoplena vinberejo,
Arba, planta rikoltego,
Kun printempa ĝoja daŭro,
Benu vin ĝis lasta horo!
De Ceres’ la beno estu:
Ĉe vi ke ne manko restu!
Ferdinando.
Ĉi tio estas vido majestega
Kaj ĉarme rava! Ĉu mi nun eraras
Pensante ke spiritoj estas ĉiuj?
Prospero.
Spiritoj, vere, kiujn povo mia
El propraj regnolimoj ĵus alvokis
Por fantazion al vi doni.
Ferdinando.
Ĉiam
Kun vi, miriga patro, kaj Mirando,
Mi vivu en ĉi tiu Paradizo!
(Juno kaj Cereso mallaŭte kunparoladas kaj sendas Irison
for).
Prospero.
Karulo, nun, silentu: la diinoj
Kunparoladas grave, do, atentu,
Muteme vidu, aŭ la ĉarmo svenos.
(Iriso revenas).
Iriso.
Najadoj, nimfoj de river’ vagista,
Kun junkaj kronoj kaj mieno ĉasta,
Forlasu akvan la kuŝujon vian;
Alkuru sur ĉi tiun verdan lokon.
Obeu Junon, kiu vin alvokas;
Rapidu, dolĉaj nimfoj, kaj nin helpu
L’ unuon de du koroj por ĝojigi.
(Venas akvonimfoj).
Vi, rikoltistoj lacaj per somero,
Ĉi tien venu, el la garba kampo,
Kun pajlĉapelo ĉiu kapvestita,
Por gaje danci nimfan manon prenu,
Kaj kune saltu en vilaĝa rondo.
(Venas Rikoltistoj konforme vestitaj; ili alligiĝas kun la nimfoj en
ĉarma danco, ĉe l’ fino de kiu Prospero ektremas subite kaj
severe parolas, kiam ĉiuj, meze de stranga, mallaŭta kaj
malorda bruo, peze malaperas).
 Prospero (flanken).
Ha! mi forgesis pri l’ konspir’ infera
De besta Kaliban’ kaj kunkrimuloj
Por min mortigi: preskaŭ la minuto
Tuj venos. (Laŭte al la spiritoj) Bone! Ĉiuj nun disiĝu!
Ferdinando.
Pasie kiel via patro agas!
Mirando.
Neniam antaŭ tiel li koleris.
Prospero.
Vi, filo, ŝajnas al mi konsternita:
Nu, estu gaja. Nia magiludo
Nun ĉesas. La spiritoj ĝin farintaj
Aer’ maldensa tute refariĝis . . .
Kaj, kiel tia malfortika revo,
Eĉ turoj nubkronataj, eĉ palacoj,
Solenaj la sanktejoj, ja, terglobo
Kaj ĝia tutenhavo malaperos . . .
Simile al ludsceno nesubstanca,
Ne lasos ili strekon.—Nur sonĝaĵoj
Ni estas, kaj mallongan vivon nian
Ĉirkaŭas dormo.—Princo, nun, mi sentas
Interne ĉagreniĝon: min pardonu;
Kompaton pro la mia maljuneco
Mi petas, ĝis klariĝos mia cerbo.—
Pri la okazo ne maltrankviliĝu:
Se plaĉos al vi, iru en ĉambreton.
Ripozu tie. Paŝoj kelkaj donos
Al mi sentecon.
Ferdinando kaj Mirando.
Paco kun vi estu! (Ili foriras).
Prospero.
Kun penso venu, Arielo, dankon! (Venas Arielo).
Arielo.
De penskunul’ vi mastro, kion volas?
Prospero.
Spirit’, kontraŭbatali Kalibanon
Ni devas tuj. Preparu!
Arielo.
Mastro mia,
Cereson kiam ĵus mi personigis,
Tre volis mi al vi pri tio diri,
Sed tim’ je vin ofendi min haltigis.
Prospero.
Rediru kie vi kanajlojn lasis.
Arielo.
Jam, kiel mi ekdiris, la drinkuloj
Kuraĝe bataladis kun l’ aero,
Ĉar ĝi sur ilin kompreneble blovas,
Kaj, ĉar la tero kisas la piedojn,
Severe ili frapis ĝin—Neniam
Forgesis ili tamen la konspiron—
Mi tiam tambureton ludis, kiam
Ŝajnante ĉevalidoj neselitaj,
Orelojn ili streĉis, palpebrumis,
Flarantajn al muziko levis nazojn.
Mi ĉarmis ilin tiel, ke, bovide,
Forsekvis ili blekimiton mian
Tra dornstiparoj, kaj kreskaĵoj pikaj,
Tibiojn kiuj ŝire difektegis:
Kaj, mastro, fine, ilin mi forlasis
En marĉa, ŝlimpleniĝa starakvejo—
Ĝis la menton’ trempiĝas la drinkuloj
Malpuraj—
 Prospero.
Brave, bone, mia birdo!
En groton mian iru nevidebla,
Alportu brilajn senvalorajn vestojn
Kaj falsan juvelaron por, ĉi tie,
Ŝtelistojn ruze kapti.
Arielo.
Tuj mi iras. (Foriras).
Prospero (Sola).
Diablo li naskiĝis, laŭ deveno,
Instruo monstron ne refari povas.
Humane volis mi lin ekbonigi,
Sed vane, ĉar kreskigas lin la jaroj,
En korpo kaj animo, pli malbelan.—
Mi tiel punos tiujn tri kanajlojn
Ke ili blekos!
(Ekvidante Arielon, kiu revenas portante brilŝajnan vestaĵon,
k.t.p.).
Ĉio ŝnure pendu!
(Prospero kaj Arielo restas nevideblaj).
(Venas Kalibano, Stefano, kaj Trinkulo, tute malsekaj).
Kalibano.
Mi petas, dolĉe paŝu, ke ne aŭdu
Eĉ blinda talpo, ĉar ni proksimiĝas
Al lia grotĉambreto.
Stefano.
Monstro, via feino, laŭ via diro, kiu estas tiel senkulpa, verŝajne agis
fripone kun ni.
Trinkulo.
Monstro, mi tute flaras malpuraĵon, kaj mia nazo tre indignas je tio.
Stefano.
Mia simile sentas sin. Ĉu vi aŭdas, monstro? Se okazos ke vi min
malkontentigos, gardu vin, ĉar. . . .
Trinkulo.
Vi tiam estos pereinta monstro.
Kalibano.
Sinjor’, daŭrigu vidi min favore;
Trankvila restu, ĉar premio via
La malfeliĉon mokos. Do, mallaŭte
Parolu. Ĉio, tie ĉi, silentas
Al noktomez’ simile.
Trinkulo.
En ŝlimejo
Botelojn niajn perdis ni hontege.
Stefano.
Tio estas ne nur malhonora kaj malbonfama, sed ankaŭ senlima
perdo.
Trinkulo.
Estas por mi pli grave ol la malsekaĵo. Pro ĝi, tamen, monstro, ni
devas danki vian naivan feinon!
Stefano.
Tuj mi iros serĉi mian botelon, eĉ se tio kostos al mi superorelan
subŝmiriĝon.
Kalibano.
Mi petas, Reĝo mia, kvietiĝu.
Ĉu vi ne vidas tie l’ enirejon
Al la grotĉambro! Nun, silente iru
Por tiun bonan malbonaĵon fari,
Per kiu via estos la insulo,
Kaj Kaliban’ al vi piedlekanto.
Stefano.
Donu al mi la manon. Mi eksentas en mi sangavidajn pensojn.
Trinkulo.
Ho, Reĝo Stefano! Nobelo, inda Stefano! Rigardu, kia vestejo tie
estas por vi!
Kalibano.
Ne tuŝu la ĉifonojn, malsaĝulo!
Trinkulo.
Ho, ho! monstro, ni bone konas tion, el kiu konsistas ĉifonejo. Ho,
Reĝo Stefano!
Stefano.
Trinkulo, tiun robon tuj demetu:
Per mia mano, nur mi ĝin posedos.
Trinkulo.
Ĝin havos l’ insulestra Via Moŝto.
Kalibano.
Azen’, ke akvoŝvelo vin dronigu
Mirantan je l’ falsaĵo! Kun mi venu.
Tuj ni mortigu lin. Se li vekiĝos,
De piedfingro ĝis krani’ je pinĉoj
Li turmentege kovros niajn haŭtojn,
Kaj igos nin hundbleki.
Stefano.
Ho, silentu,
Silentu, monstro. Ĉu la ŝnurlinio
Ĉi tiun jakon por mi ne intencas?
Ĝin tuj mi prenos, ĉar ĝi certe taŭgas.
Trinkulo.
Pravege, ŝnurlinie, nivelile!
Stefano.
Dankon al vi pro tia ŝerco: jen estas vesto pro ĝi: spriteco ne estos
senpremia dum mi staros reĝo de tiu ĉi lando. Ŝnurlinie, nivelile
ŝteli, estas bonega spritludo; jen estas alia vesto pro ĝi.
Trinkulo.
Venu, monstro, metu iom da gluo sur viajn fingrojn kaj forportu la
ceterajn.
Kalibano.
Ne tuŝos ilin mi; ni tempon perdos;
Li bernikligos aŭ nin simiigos
Kun fruntoj bestaj, tre malsupreniĝaj.
Stefano.
Monstro, uzu viajn fingrojn: helpu nin por ke ni tion forportu tien, kie
kuŝas mia barelo da vino, aŭ alie mi tuj forpelos vin el mia
reĝlando. Vigle! portu tion ĉi.
Trinkulo.
Kaj ĉi tion.
Stefano.
Jes, kaj tion ĉi.
(Ĉasa bruego aŭdata. Alvenas diversaj hundformaj Spiritoj kiuj
dispelas ilin ĉirkaŭe, incitataj de Prospero kaj Arielo).
Prospero (laŭte).
He! Monto, he!
 Arielo (laŭte).
Arĝento! tien ĝi kuras, Arĝento!
Prospero.
Furio, Furio! tien! Tirano, tien! aŭdu, aŭdu!
(Kalibano, Stefano, kaj Trinkulo estas forpelitaj).
Al miaj koboldetoj tuj ordonu
Ke de l’ ŝtelistoj pinĉu ili haŭton,
L’ artikoj kaj la muskolaron premu
Per teruregaj streĉoj; ke makuloj
Tramarku ilin kiel leopardojn,
Aŭ eĉ sovaĝajn katojn.
Arielo.
Aŭdu blekojn!
Prospero.
Malŝpare ilin for de ĉie pelu.
En la nunhoro malamikoj miaj
Sin sentas tute sub la mia povo:
Finiĝos por mi laboregoj baldaŭ;
Spirito, vi tuj havos liberecon—
Dum nur mallonge sekvu kaj min servu.
(Foriras).