Strategic Framing

Your Competitors are Changing. Are your Managers Prepared?

Once leaders recognize the need for organizational change, they are left with the daunting task of designing and implementing a change execution strategy. Change initiatives introduce new stressors into an organizational system but also provide fertile ground for innovation.

Why you should contact us

If you are reading this page, there is a good chance you are looking for some change management help, be it facilitation, training, or consulting.  There is also a good chance you have looked at several websites of firms offering these services.  Here are some reasons to scroll to the bottom of this page and contact me:

• Experience.  DSI faculty and consultants have worked with many global companies and have deep experience working with boards, c-suite executives and senior managers.  I have personally led engagements with government agencies, associations, and 10 of the Fortune 100 largest US companies (3 in the top 10).
• A Customized Approach.  Successful change implementation is a process of translation; plans to action, theory to practice, strategic to tactical.  We recognize that in order to translate well one must speak both languages.  While we bring experience with a robust change process, we modify this process to fit the unique challenges of the context.  You will not get a cookie-cutter solution or training.  You will get an approach translated to fit your needs.
• Access to a Global Network.  I cannot guarantee that we are the right fit for your needs.  However, we are able to draw from a global network of academic and industry experts due to our close ties to The Wharton School, INSEAD, and other leading schools of business.  If we cannot help you, we may know someone who can.

DSI Thought Leadership: Leading Change

As a DSI Principal, John Austin combines deep applied skills with continued intellectual contributions in the field of change management.  A sample of Dr. Austin’s organizational change articles and book chapters:

Austin, J. R., & Bartunek, J. M. Forthcoming. Organization Change and Development: In practice and in theory. In The Handbook of Psychology: Volume 12 Industrial and Organizational Psychology, New York, NY: John Wiley &Sons.

Austin, J.R. 2009. Initiating Controversial Strategic Change in Organizations. OD Practitioner, 41(3):  24-29.

Austin, J.R. 2009. Mapping out a game plan for change.  HR Magazine, (April): 38-42.

Bartunek, J.M., Austin, J.R., & Seo, M. 2008. The conceptual underpinnings of intervening in organizations. In T.G. Cummings (Ed.) Handbook of Organization Development, (pp 151-166) Thousand Oaks, CA: Sage.

Austin, J. R., & Bartunek, J. M. 2003. Theories and practices of organization development. In W. Borman, D. Ilgen, & R. Klimoski, Ed., The Handbook of Psychology: Volume 12 Industrial and Organizational Psychology, (pp 309-332), New York, NY: John Wiley &Sons.
*Reprinted in Organization Development: A Jossey-Bass Reader, J. V. Gallos (Ed.), 2006.

Creed, W. E. D., Scully, M., & Austin, J. R. 2002. Clothes make the person? The tailoring of legitimating accounts and the social construction of identity. Organization Science, 13(5): 475-496.

Austin, J. R. 1997. A method for facilitating controversial social change in organizations: Branch Rickey and the Brooklyn Dodgers. The Journal of Applied Behavioral Science, 33(1): 101-118.

A sample Executive Change Leadership Workshop

Contact Dr. Austin for more information