Keeney R. L. (2013) Foundations for Group Analysis, Decision Analysis 10 (2): 103–120 | Group Decision Making What you'll find: This is the state of the art in understanding group decision making from the point of view of Operations Research as compared to a psychology or sociology view. It is the Why we like it: This is the an accessible paper even though it is academically rigorous. It is one of the foundations for Ed's PhD work and the basis for how we consider group interactions.
Bell D. E., Raiffa H., Tversky A. (1988). Decision Making: Descriptive, Normative, and Prescriptive Interactions, Cambridge University Press, New York. | Individual Decision Making What you'll find: A wonderful overall description of decision making as it it is built up from core axioms and then expanded to become a field of study. Why we like it: It is a helpful overview of the underpinnings of the academic discipline without taking the reader on a difficult path obscured by mathematics.
Nash, J. (1950). The Bargaining Problem,Econometrica18 155–162. | Game Theory What you'll find: The Nobel Prize wining idea that people will work against each other in the process of making decisions and end up with a worse group outcome than if they cooperated. Why we like it: Game theory is at the foundation of how we analyze group interactions and this is the paper that started it all and inspired us to find a better way to achieve a group decision and team performance.
Nau, R. N., K. F. McCardle. (1990). Coherent behavior in noncooperative games, Journal of Economic Theory 50 424–444. | Game Theory What you'll find: A clear description of rational behavior that others had been calling "irrational" and set against the frame of a non-cooperative game. Why we like it: This got us thinking about why so much behavior of real people is called "irrational" in the academic literature when our personal experience is that everyone reacts for a reason. This encouraged us to go to the next level to better understand what is really driving people so we could get to better team performance.
History and Organizational Change, Roy Suddaby, William M. Foster, First Published: October 20, 2016 | Journal of Management What you'll find: A description of the emergence and design of change models based on how history is viewed. Why we like it: This paper helps explain why there are a range of philosophies inherent in change models about the degree to which people are helpless victims versus empowered actors in a change process.
Strategies for the Resolution of Identity Ambiguity Following Situations of Subtractive Change, Luciana Turchick Hakak, First Published: May 7, 2014 | The Journal of Applied Behavioral Science What you'll find: A look into how people seek to identify themselves as a relevant part of an organization when the individual perceives a reduction in their identity as part of an organizational change. Why we like it: It articulates the experience we've seen in others and felt ourselves but hadn't had the words to substantially describe.
Applying Grounded Theory to Investigating Change Management in the Nonprofit Sector, David Rosenbaum, A. M. Elizabeth More, Peter Steane, First Published: December 1, 2016 | SAGE Journals, SAGE Open What you'll find: A case study to determine the change management practices that are most effective in a nonprofit hospital context. The study uses grounded theory research methodology. Why we like it: The findings are eye-opening and decribe what we've experienced in the nonprofit sector. We also enjoyed seeing how the grounded theory research methodology was applied, which we've been fascinated by since we started studying Brene Brown's work on courage and vulnerability.
The Efficacy of Executive Coaching in Times of Organizational Change, Anthony M. Grant, Published Online: June 25, 2013 | Journal of Change Management What you'll find: A study done to test the effectiveness of executive coaching during organizational change. The paper includes the testing approach, the coaching program, information about the coachees and other involved parties and the results data. Why we like it: The findings are relevant to change management practices that are typically applied. The results provide a useful way to describe to prospective executive coachees what they can expect and why coaching is useful in an organizational change context.