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New Leader Transition and Acquisition Integration Using an Evidence-Based Action Learning Workshop Influenced by Appreciative Inquiry and Whole Group Approaches

New Leader Transition and Acquisition Integration Using an Evidence-Based Action Learning Workshop Influenced by Appreciative Inquiry and Whole Group Approaches
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Author(s): Jeffrey W. Flesher (Underwriters Laboratories, USA)
Copyright: 2019
Pages: 7
Source title: Evidence-Based Initiatives for Organizational Change and Development
Source Author(s)/Editor(s): Robert G. Hamlin (University of Wolverhampton, UK), Andrea D. Ellinger (The University of Texas at Tyler, USA) and Jenni Jones (University of Wolverhampton, UK)
DOI: 10.4018/978-1-5225-6155-2.ch033

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Abstract

This reflective case history describes an evidence-based organization development intervention conducted for a new division head in a division made up of recently acquired companies. During the workshop, the teams revealed and shared success stories, developed a common evidence-based model of guiding characteristics for continued success, and described current state situations. In order to include the perspectives of all employees, a brief survey focusing on point-of-work needs was sent to every employee in the division. This leader-as-researcher method brought a new level of clarity to decision making, positively engaged the entire division in the process of change, created an enhanced level of transparency across the companies, and formed the basis for greater managerial commitment to evidence-based action.

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