Ralph Kilmann’s
Articles

Here you have access to Dr. Kilmann’s 100-plus articles on conflict, change, consciousness, and transformation
Interpersonal Values
Organic-Adaptive Organization
Laboratory Learning
The KIT Instrument
Learning Climate
The Social Desirability Bias
Interpersonal Conflict Handling
Scientific Research
MAPS and MNCs
Problem Solving Organization
TKI Validity Study
Integrating Systems
Comparison of Four Instruments
Review of Values
Assumptional Analysis
Typologies
Troublemakers
Barriers to Success
Culture Issues
New York Times
Networked Company
Holistic Improvement
Corporate Transformation
Organization Learning
International TKI Norm Study
Authority Magazine Interview
  1. “Participative Multivariate Differentiation Toward Purposefulness, ” with Bill McKelvey, Proceedings of the Academy of Management (August 1973), 489-495.
  2. “The Effect of Interpersonal Values on Laboratory Training: An Empirical Investigation,” Human Relations, Vol. 27, No. 3 (1974), 247-265.
  3. “An Organic-Adaptive Organization: The MAPS Method.” Personnel, Vol. 51, No. 3 (1974), 35-47.
  4. “Participative Management in the College Classroom,” Journal of Applied Psychology, Vol. 59, No. 3 (1974), 337-338.
  5. “The MAPS Approach to Curriculum Innovation,” Proceedings of the Eastern Academy of Management (May 1974), unpaginated.
  6. “An Extension of the Risk-Shift Phenomenon to Achievement and Affiliation Concerns,” Psychological Reports, Vol. 35, No. 2 (1974), 845-846.
  7. “A Contingency Approach to Laboratory Learning: Psychological Types vs. Experiential Norms,” with Vern Taylor, Human Relations, Vol. 27, No. 9 (1974), 891-909.
  8. “A Scaled-Projective Measure of Interpersonal Values,” Journal of Personality Assessment, Vol. 39, No. 1 (1975), 34-40.
  9. “Developing a Comparative Measure of the Learning Climate in Professional Schools,” with Donald D. Bowen, Journal of Applied Psychology, Vol. 60, No. 1 (1975), 71-79.
  10. “Organization Design: A Participative Multivariate Approach,” with Bill McKelvey, Administrative Science Quarterly, Vol. 20, No. 1 (1975), 24-36.
  11. “Designing and Developing a ‘Real’ Organization in the Classroom,” Academy of Management Journal, Vol. 18, No. 1 (1975), 143-148.
  12. “A Quasi-Experimental Paradigm for Organizational Development: Intervention Strategies vs. Environmental Conditions,” Proceedings of the Eastern Academy of Management (April 1975), unpaginated.
  13. “The MAPS Route to Better Organization Design,” with Bill McKelvey, California Management Review, Vol. 17, No. 3 (1975), 23-31.
  14. “Stories Managers Tell: A New Tool for Organizational Problem Solving,” with Ian I. Mitroff, Management Review, Vol. 64, No. 7 (1975), 18-28. Reprinted in Downey, H. K., D. Hellriegel, and J. W. Slocum, Jr. (Eds.), Organizational Behavior: A Reader (St. Paul: West, 1977), 96-103. Reprinted in Leavitt, H. J., L. R. Pondy, and D. M. Boje (Eds.), Readings in Managerial Psychology, Third Edition (Chicago: University of Chicago, 1980), 666-676.
  15. “The Social Desirability Variable in Organizational Research: An Alternative Explanation for Reported Findings,” with Kenneth W. Thomas, Academy of Management Journal, Vol. 18, No. 4 (1975), 471-482.
  16. “Interpersonal Conflict-Handling Behavior as Reflections of Jungian Personality Dimensions,” with Kenneth W. Thomas, Psychological Reports, Vol. 37, No. 3 (1975), 971-980.
  17. “The Formation of Different Subgroups for Implementing MIS Designs via the MAPS Design Technology,” with Marjorie A. Lyles, Proceedings of the ASIS Annual Meeting, Vol. 12 (1975), 103-104.
  18. “On Evaluating Scientific Research: The Contributions of the Psychology of Science,” with Ian I. Mitroff, Technological Forecasting and Social Change, Vol. 8, No. 4 (1975), 163-174.
  19. “Qualitative Versus Quantitative Analysis for Management Science: Different Forms for Different Psychological Types,” with with Ian I. Mitroff, Interfaces, Vol. 6, No. 2 (1976), 17-28.
  20. “Patterns and Emerging Themes in Organization Design,” with Louis R. Pondy and Dennis P. Slevin, in Kilmann, R. H., et al. (Eds.), The Management of Organization Design: Volume I, Strategies and Implementation (New York: Elsevier North-Holland, 1976), 1-15.
  21. “On Organization Stories: An Approach to the Design and Analysis of Organizations Through Myths and Stories,” with Ian I. Mitroff, in Kilmann, R. H., et al. (Eds.), The Management of Organization Design: Volume I, Strategies and Implementation (New York: Elsevier North-Holland, 1976), 189-207.
  22. “MAPS as a Design Technology to Effectively Mobilize Resources for Social and Organization Problem Solving,” with the MAPS Group, in Kilmann, R. H., et al. (Eds.), The Management of Organization Design: Volume I, Strategies and Implementation (New York: Elsevier North-Holland, 1976), 251-294.
  23. “Directions of Research on Organization Design,” with Louis R. Pondy and Dennis P. Slevin, in Kilmann, R. H., et al. (Eds.), The Management of Organization Design: Volume II, Research and Methodology (New York: Elsevier North-Holland, 1976), 1-30.
  24. “Towards a Systemic Methodology for Evaluating the Impact of Interventions on Organizational Effectiveness,” with Richard P. Herden, Academy of Management Review,Vol. 1, No. 3 (1976), 87-98.
  25. “An Experimental Test of Organization Design Theory and the MAPS Design Technology: Homogeneous Versus Heterogeneous Composition of Organizational Subsystems,” with Joseph Seltzer, Proceedings of the Eastern Academy of Management (May 1976), 93-97.
  26. “The MAPS Design Technology: Designing Strategic Intelligence Systems for Multinational Corporations,” with Kyung-Il Ghymn, Columbia Journal of World Business,Vol. 11, No. 2 (1976), 35-47.
  27. “Confronting the Problem of Sexism in Organizations: Structural-Humanistic Versus Legal-Coercive Efforts at Change,” with Jyotsna M. Sanzgiri, Proceedings of the Academy of Management (August 1976), 296-300.
  28. “Designing an Effective Problem Solving Organization with the MAPS Design Technology,” with Ian I. Mitroff and Marjorie A. Lyles, Journal of Management, Vol. 2, No. 2 (1976), 1-10.
  29. “Systemic Knowledge: An Integrated Program of Research on Science,” with Ian I. Mitroff, Theory and Society, Vol. 4, No. 1 (1977), 103-129.
  30. “Developing a Forced-Choice Measure of Conflict-Handling Behavior: The MODE Instrument,” with Kenneth W. Thomas, Educational and Psychological Measurement,Vol. 37, No. 2 (1977), 309-325.
  31. “Teaching Managers To Do Policy Analysis: The Case of Corporate Bribery,” with Ian I. Mitroff, California Management Review, Vol. 20, No. 1 (1977), 47-54.
  32. “The Effect of Organization Design on Intra- Personal, Intra-Group, and Inter-Group Conflict: An Experimental Study with the MAPS Design Technology,” with Afzalur Rahim, Proceedings of the Eastern Academy of Management (May 1977), 67-71.
  33. “Designing Strategic Intelligence Systems for Multinational Corporations via the MAPS Design Technology: Theoretical and Empirical Perspectives,” with Kyung Il Ghymn, Organization and Administrative Sciences, Vol. 8, No. 3 (1977), 311-323. Reprinted in Burack, E. H., and A. R. Negandhi (Eds.), Organization Design: Theoretical Perspectives and Empirical Findings (Kent, OH: Comparative Administration Research Institute, 1977), 311-323.
  34. “Effect of Group Composition on Group Process: Homogeneity versus Heterogeneity on Task and People Dimensions,” with Joseph Seltzer, Psychological Reports, Vol. 41, No. 3 (1977), 1195-1200.
  35. “A New Perspective on the Consulting/Intervention Process: Problem Defining vs. Problem Solving,” with Ian I. Mitroff, Proceedings of the Academy of Management(August 1977), 148-152. Reprinted in Gore, G. J., and R. G. Wright (Eds.), The Academic/Consultant Connection (Dubuque, Iowa: Kendall/Hunt, 1979), 71-80.
  36. “The Application of Behavioral and Philosophical Technologies to Strategic Planning: A Case Study with a Large Federal Agency,” with Ian I. Mitroff and Vincent P. Barabba, Management Science, Vol. 24, No. 1 (1977), 44-58.
  37. “Four Perspectives on Conflict Management: An Attributional Framework for Organizing Descriptive and Normative Theory,” with Kenneth W. Thomas, Academy of Management Review, Vol. 3, No. 1 (1978), 59-68. Reprinted in Kelly, J., and V. V. Baba (Eds.), The New Management Scene (Englewood Cliffs, NJ: Prentice-Hall, 1982), 180-191.
  38. “Designing Scientific Journals: Issues and Survey Results,” with William R. King and Kenneth Sochats, Management Science, Vol. 24, No. 1 (1978), 774-784.
  39. “On Integrating Behavioral and Philosophical Systems: Toward a Unified Theory of Problem Solving,” with Ian I. Mitroff, in Jones, R. A. (Ed.), Research in Sociology of Knowledge, Sciences and Art: Volume 1 (Greenwich, CT: JAI, 1978), 207-236.
  40. “The Role of Idealization in Long Range Planning: An Essay on the Logical and Social-Emotional Aspects of Planning,” with Ian I. Mitroff and James R. Emshoff, Technological Forecasting and Social Change, Vol. II, No. 4 (1978), 335-348.
  41. “Comparison of Four Instruments Measuring Conflict Behavior,” with Kenneth W. Thomas, Psychological Reports, Vol. 42, No. 3 (1978), 1139-1145.
  42. “Behavioral Science Technologies for Strategic Planning and Policy Analysis,” with Ian I. Mitroff, Proceedings of the Eastern Academy of Management (May 1978), 107-108.
  43. “Laboratory Simulations with the MAPS Design Technology: The Effect of Subsystem Composition on Organizational Effectiveness,” with Joseph Seltzer, Proceedings of the Southern Management Association (November 1978), 139-141.
  44. “Problem Management: A Behavioral Science Approach,” in Zaltman G. (Ed.), Management Principles for Nonprofit Agencies and Organizations (New York: American Management Association, 1979), 213-255.
  45. “Avoiding the Design of Management Misinformation Systems: A Strategic Approach,” with Ian I. Mitroff and Vincent P. Barabba, in Zaltman, G. (Ed.), Management Principles for Nonprofit Agencies and Organizations (New York: American Management Association, 1979), 401-429.
  46. “On Integrating Knowledge Utilization with Knowledge Development: The Philosophy Behind the MAPS Design Technology,” Academy of Management Review, Vol. 4, No. 3 (1979), 417-426. Reprinted in Projektowanie I Systemy, Warszawa, Poland, Vol. VII (1985), 77-93.
  47. “Assumptional Analysis: A Methodology for Strategic Problem Solving,” with Ian I. Mitroff and James R. Emshoff, Management Science, Vol. 25, No. 6 (1979), 583-593. Reprinted in Datta, L., and R. Perloff (Eds.), Improving Evaluations (Beverly Hills: Sage, 1979), 208-225.
  48. “On Analyzing Survey Data for Journal Design,” with William R. King and Kenneth Sochats, Management Science, Vol. 25, No. 3 (1979), 296-298.
  49. “Integrating the Benefits of Different Efforts at Management Consulting: The Case of Human Resources, Organization Development, and Organization Design,” with Thomas J. Benecki and Yitzchak M. Shkop, in Gore, G. J., and R. G. Wright (Eds.), The Academic/Consultant Connection (Dubuque, Iowa: Kendall/Hunt, 1979), 215-226.
  50. “Problem Defining and the Consulting/Intervention Process,” with with Ian I. Mitroff, California Management Review, Vol. 21, No. 3 (1979), 26-33.
  51. “New Developments and Applications of the MAPS Design Technology,” Proceedings of the Eastern Academy of Management (May 1980), 153-155.
  52. “Improving Productivity Through Organization Design: Developing Conceptual and Methodological Linkages,”  Proceedings of the Southern Management Association(November 1980), 123-125.
  53. “The Four-Fold Way of Knowing: The Varieties of Social Science Experience,” with Ian I. Mitroff, Theory and Society, Vol. 10, No. 2 (1981), 227-248.
  54. “Organization Design for Knowledge Utilization,” Knowledge: Creation, Diffusion, Utilization, Vol. 3, No. 2 (1981), 211-231.
  55. “Toward a Unique/Useful Concept of Values for Interpersonal Behavior: A Critical Review of the Literature on Value,” Psychological Reports, Vol. 48, No. 3 (1981), 939-959.
  56. “The Use of Problem Defining Groups for Better OD Diagnosis: Alternatives and Consequences,” Proceedings of the Eastern Academy of Management (May 1981), 203-207.
  57. “Methodological Approaches to Social Science,” with Ian I. Mitroff, in Reason, P. and Rowan, J. (Eds.), Human Inquiry (New York: Wiley, 1981), 43-51.
  58. “Review of Organization Change and Development: A Systems View by Michael Beer,” Academy of Management Review, Vol. 7, No. 2 (1982), 315-317.
  59. “The Emergence of Four Types of Productivity: One Approach Can’t Work Without the Others,” with Robert D. Russell, Proceedings of the Eastern Academy of Management(May 1982), 51-54.
  60. “Designing Collateral Organizations,” Human Systems Management, Vol. 3, No. 2 (1982), 66-76.
  61. “Getting Control of the Corporate Culture,” Managing, No. 3 (1982), 11-17. Reprinted in NonProfit World Report, Vol. 3, No. 2 (March-April 1985), 12-15.
  62. “A Dialectical Approach to Formulating and Testing Social Science Theories: Assumptional Analysis,” Human Relations, Vol. 36, No. 1 (1983), 1-22.
  63. “The Costs of Organization Structure: Dispelling the Myths of Independent Divisions and Organization-Wide Decision Making,” Accounting, Organizations and Society, Vol. 8, No. 4 (1983), 341-357.
  64. “A Typology of Organization Typologies: Toward Parsimony and Integration in the Organizational Sciences,” Human Relations, Vol. 36, No. 6 (1983), 523-548.
  65. “The Problem of Producing Useful Knowledge,” with Dennis P. Slevin and Kenneth W. Thomas, in Kilmann, R. H., et al. (Eds.), Producing Useful Knowledge for Organizations (New York: Praeger, 1983), 1-21.
  66. “Where Have the Organizational Sciences Gone? A Survey of the Academy of Management Membership,” with Kenneth W. Thomas, in Kilmann, R. H., et al. (Eds.), Producing Useful Knowledge for Organizations (New York: Praeger, 1983), 69-81.
  67. “Intellectual Resistance to Useful Knowledge: An Archetypal Social Analysis,” with Ian I. Mitroff, in Kilmann, R. H., et al. (Eds.), Producing Useful Knowledge for Organizations(New York: Praeger, 1983), 266-280.
  68. “The Thomas-Kilmann Conflict Mode Instrument,” with Kenneth W. Thomas, in Cole, D. W. (Ed.), Conflict Resolution Technology (Cleveland, OH: The Organizational Development Institute, 1983), 57-64.
  69. “Understanding Matrix Organization: Keeping the Dialectic Alive and Well,” in Warrick, D. D., (Ed.), Contemporary Organization Development: Current Thinking and Applications(Glenview, IL: Scott, Foresman, 1984), 152-165.
  70. “Corporate Tragedies: Teaching Companies to Cope with Evil,” with Ian I. Mitroff, New Management, Vol. 1, No. 4 (1984), 48-53.
  71. “Five Steps to Culture Change: Vultures vs. Beavers,” New Management, Vol. 2, No. 1 (1984), 20-21. Reprinted in St. Paul Pioneer Press/Dispatch, “Corporate Beavers Can Route Out Culture Vultures,” (July 9, 1984), 3. Reprinted in National Forum on Human Resources Planning for Private Sector and Defense Leaders (Washington DC: Syllogistics, May 1986), unpaginated.
  72. “Beyond The Quick Fix: Why Managers Must Disregard the Myth of Simplicity as a Direct Route to Organizational Success,” Management Review, Vol. 73, No. 11 (November 1984), 24-28, 37. Reprinted in Managing, No. 2 (1984), 10-15. Reprinted in Administrative Radiology, Vol. 4, No. 6 (1985), 26-32. Reprinted in Executive Excellence(November 1986), 10-11.
  73. “Measuring A Company’s Culture-Gap: Pinpointing the Directions for Cultural Change,” with Mary J. Saxton, The Human Resources Planning Newsletter, Vol. 6, No. 1 (1985), 1-2.
  74. “Corporate Culture: Managing the Intangible Style of Corporate Life May Be the Key to Avoiding Stagnation,” Psychology Today, Vol. 19, No. 4 (April 1985), 62-68. Reprinted in Current, No. 274 (1985), 7-12. Reprinted in Ivancevich, J. M., and M. T. Matteson (Eds.), Organizational Behavior and Management (Third Edition) (Plano, Texas: Business Publications, 1987), 41-46. Reprinted in The International Management Development Review, Vol. 3 (1987), 96-100.
  75. “Response and Commentary on ‘Doing Research That Makes a Difference’ by J. Richard Hackman,” in Lawler, E. E. et. al., Doing Research That Is Useful for Theory and Practice(San Francisco: Jossey-Bass, 1985), 149-155.
  76. “Managing Troublemakers,” Training and Development Journal, Vol. 39, No. 5 (1985), 102-107.
  77. “Companies Must Design Mechanisms to Cope with Unforeseen Disaster,” with Ian I. Mitroff, The Los Angeles Times (April 28, 1985), 3.
  78. “Introduction: Five Key Issues in Understanding and Changing Culture,” with Mary J. Saxton and Roy Serpa, in Kilmann, R. H., et al., Gaining Control of the Corporate Culture(San Francisco: Jossey-Bass, 1985), 1-16.
  79. “Corporate Taboos as the Key to Unlocking Culture,” with Ian I. Mitroff, in Kilmann, R. H., et al., Gaining Control of the Corporate Culture (San Francisco: Jossey-Bass, 1985), 184-199.
  80. “Five Steps for Closing Culture-Gaps,” in Kilmann, R. H., et al., Gaining Control of the Corporate Culture (San Francisco: Jossey-Bass, 1985), 351-369. Reprinted in Mec-Rastor Ryhma Toimintakertomus 1984-1985, Espoo, Finland (1985), 7-12. Reprinted in Shield and Diamond, Vol. 96, No. 4 (1985), 10-19.
  81. “Conclusion: Why Culture Is Not Just a Fad,” with Mary J. Saxton and Roy Serpa, in Kilmann, R. H., et al., Gaining Control of the Corporate Culture (San Francisco: Jossey-Bass, 1985), 421-433.
  82. “Why Corporate Disasters Are on the Increase, and How Companies Can Cope With Them,” with Ian I. Mitroff, Public Affairs Review, Vol. VI (1985), 5-21.
  83. “Managing All Barriers to Organizational Success,” Training and Development Journal,Vol. 39, No. 9 (1985), 64-72.
  84. “Will Bhopal Happen Again?” with Ian I. Mitroff, Management Review (September 1985), 61-62.
  85. “A Complete Program for Organizational Success,” Consultation, Vol. 4, No. 4 (1985), 316-330.
  86. “Issues in Understanding and Changing Culture,” with Mary J. Saxton and Roy Serpa, California Management Review, Vol. 28, No. 2 (1986), 87-94.
  87. “Introduction: Key Themes in Corporate Transformation,” with Teresa Joyce Covin, in Kilmann, R. H., et al., Corporate Transformation: Revitalizing Organizations for a Competitive World (San Francisco: Jossey-Bass, 1988), 1-13.
  88. “Towards a Complete Program for Corporate Transformation,” in Kilmann, R. H., et al., Corporate Transformation: Revitalizing Organizations for a Competitive World (San Francisco: Jossey-Bass, 1988), 302-329. Reprinted in Mohrman, A. M., Jr., et al., Large-Scale Organizational Change (San Francisco: Jossey-Bass, 1989), 200-228.
  89. “Conclusion: New Directions in Corporate Transformation,” with Teresa Joyce Covin, in Kilmann, R. H., et al., Corporate Transformation: Revitalizing Organizations for a Competitive World (San Francisco: Jossey-Bass, 1988), 523-538.
  90. “Change at the Top,” Strategic Direction, No. 30 (April 1988), 23-24.
  91. “Paradoxical Interventions for Top Managers and Troublemakers,” in Quinn, R. E., and K. S. Cameron (Eds.), Paradox and Transformation: Toward a Theory of Change in Organization and Management (Cambridge: Ballinger, 1988), 229-235.
  92. “Management of Corporate Culture,” in Fottler, M. D., S. R. Hernandez, and C. L. Joiner (Eds.), Strategic Management of Human Resources in Health Services Organizations(New York: Wiley, 1988), 206-218.
  93. “Occupational Frame of Reference and the Identification of Critical Issues in Large-Scale Change Efforts,” with Teresa Joyce Covin, Consultation, Vol. 7, No. 3 (1988), 174-186.
  94. “Critical Issues in Large-Scale Change,” with Teresa Joyce Covin, Journal of Organizational Change Management, Vol. 1, No. 2 (1988), 59-72.
  95. “A Completely Integrated Program for Creating and Maintaining Organizational Success,”Organizational Dynamics (Summer 1989), 4-19. Reprinted in QPM: Quality and Productivity Management, Vol. 8, No. 1 (1990), 3-16.
  96. “21st Century Management: Tomorrow’s Company Won’t Have Walls,” The New York Times, Section F (June 18, 1989), 3.
  97. “Top Management: Facing Up to the Company Troublemaker,” Business Month (June 1989), 85, 88.
  98. “Leadership: The Perfectly Competitive Company,” PC/Computing (November 1989), 128-133.
  99. “Participant Perceptions of Positive and Negative Influences on Large-Scale Change,” with Teresa Joyce Covin, Group and Organization Studies, Vol. 15, No. 2 (1990), 233-248.
  100. “Implementation of Large-Scale Planned Change: Some Areas of Agreement and Disagreement,” with Teresa Joyce Covin, Psychological Reports, Vol. 66 (1990), 1235-1241.
  101. “Holistic Improvement at Eastman Kodak: Implementing a Completely Integrated Program,” Consultation, Vol. 9, No. 1 (1990), 5-36.
  102. “The Secrets of Successful Continuous Change,” Boardroom Reports, Vol. 19, No. 23 (1990), 9-10.
  103. “A Networked Company That Embraces the World,” Information Strategy: The Executive’s Journal, Spring 1990, 23-26.
  104. “Introduction: Key Themes in Making Organizations Competitive,” in Kilmann, R. H., et al., Making Organizations Competitive: Enhancing Networks and Relationships Across Traditional Boundaries (San Francisco: Jossey-Bass, 1991), 1-18.
  105. “Integrating Different Approaches for Achieving Competitiveness,” with Joyce Shelleman and Brian Uzzi, in Kilmann, R. H., et al., Making Organizations Competitive: Enhancing Networks and Relationships Across Traditional Boundaries (San Francisco: Jossey-Bass, 1991), 108-126.
  106. “Conclusion: Creating the Perfectly Competitive Organization,” in Kilmann, R. H., et al., Making Organizations Competitive: Enhancing Networks and Relationships Across Traditional Boundaries (San Francisco: Jossey-Bass, 1991), 434-455.
  107. “The Context of Decision Making in Organizations: A Factor Analysis,” with Larry W. Boone, in Meindl, J. R., R. L. Cardy, and S. M. Puffer (Eds.), Advances in Information Processing in Organizations: Volume 4 – 1991 (Greenwich, CT: JAI, 1991), 147-160.
  108. “Profiling Large-Scale Change Efforts,” with Teresa Joyce Covin, Organization Development Journal, Vol. 9, No. 2 (1991), 1-8.
  109. “Review of Transforming Organizations by Thomas A. Kochan and Michael Useem (Editors),”  Academy of Management Review, Vol. 18. No. 1 (1993), 156-160.
  110. “Achieving Organizational Success: Implementing the Five Tracks,” New Designs for Youth Development, Vol. 10, No. 4 (1993), 9-13.
  111. “Managing Holistic Improvement: A Completely Integrated Program for Creating and Sustaining Organizational Success,” Clinical Laboratory Management Review, Vol. 7, No. 5 (1993), 395-397, 400-403, 406.
  112. “Why Total Quality Management Fails and What Can Be Done About It.” Managing, No. 7 (Fall 1993), 6-9.
  113. “Introduction: The Personal Struggle for Identity, Competency, Value, Worth, and Responsibility,” with the Ego Energy Group, in Kilmann, R. H., et al., Managing Ego Energy: The Transformation of Personal Meaning into Organizational Success (San Francisco: Jossey-Bass, 1994), 1-24.
  114. “Conclusion: Improving the Self Through Total Quality Management,” in Kilmann, R. H., et al., Managing Ego Energy: The Transformation of Personal Meaning into Organizational Success (San Francisco: Jossey-Bass, 1994), 306-330.
  115. “Using Organizational Stories for the Diagnostic Phase of Planned Change: Some Possibilities and Precautions,” with Teresa Joyce Covin and Ines Kilmann, Psychological Reports, Vol. 74 (1994), 623-634.
  116. “Support Workers During Changes,” Pittsburgh Post Gazette (Sunday, May 7, 1995), Section F, 1.
  117. “A Holistic Program and Critical Success Factors of Corporate Transformation,” European Management Journal, Vol. 13, No. 2 (1995), 175-186.
  118. “Management Learning Organizations: Enhancing Business Education for the Twenty-First Century,” Management Learning, Vol. 27, No. 2 (1996), 203-237.
  119. “Profiling Large-Scale Change Efforts,” with Teresa Joyce, Organizational Development Journal, Volume 17, No. 2 (1999), 71-80. (Note: This article was published in a special issue that selected the 7 best articles published in that journal during the past 16 years.)
  120. “The Role of the Reward System for a Total Quality Management-Based Strategy,” with Richard S. Allen, Journal of Organizational Change Management, Vol. 14, No. 2 (2001), 110-131.
  121. “How Well Does Your Reward System Support TQM?” with Richard S. Allen, Quality Progress, Vol. 34, No. 4 (2001), 52-57.
  122. “Aligning Reward Practices in Support of Total Quality Management,” with Richard S. Allen, Business Horizons (May-June 2001), 77-84.
  123. “Confronting Culture Gaps in Your Organization,” Employers Group, Vol. 51 (August/ September 2001), 1, 12-13.
  124. “Leadership and the Quantum Organization,” Integral Leadership Review, Vol. 1 (2007), 32–43.
  125. “Developing and Validating a Quantitative Measure of Organizational Courage,” with Linda A. O’Hara and Judy P. Strauss, Journal of Business and Psychology, Vol. 25, No. 1 (2010), 15–23. Reprinted in Burke, R. J. and C. L. Cooper (Eds.), Voice and Whistleblowing in Organizations: Overcoming Fear, Fostering Courage, and Unleashing Candour (Cheltenham, U.K.: Edward Elgar, 2013), 311–342.
  126. “Celebrating 40 Years with the TKI Assessment: A Summary of My Favorite Insights,” CPP Insider Newsletter, May 2011.
  127. “International Technical Brief for the Thomas-Kilmann Conflict Mode Instrument,” with Nicole A. Herk, Richard C. Thompson, and Kenneth W. Thomas (Mountain View, CA: CPP, Inc., 2011).
  128. “The Evolution and Purpose of the Kilmann Organizational Conflict Instrument (KOCI)” (Newport Coast, CA: Kilmann Diagnostics, 2020).
  129. “Creating and Maintaining a Supportive Company Culture.” Interview with Larry Yatch, ValiantCEO (November 4, 2021).
  130. “The Great Resignation & the Future of Work.” Interview with Karen Mangia, Authority Magazine (December 22, 2021).
  131. “The Evolution of the Thomas-Kilmann Instrument (TKI) and the Kilmann Organizational Conflict Instrument (KOCI),” in Pathak, Y, and L. Wilkin (Eds.), Handbook of Organizational Conflict Management (Berlin, Boston: De Gruyter, forthcoming 2022).

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