Group Dynamics, Leadership and Change Management

​Translating the fundamentals of effective leadership into everyday practice for individuals and teams. 

"While being smart is helpful, it is the tenacious pursuit of one's ideas and the commitment to action that makes the difference between success and failure. Once educated, for most of us, it is rigor and a clear goal that eventually separates us from the pack."

-Rod Napier

Groups: Theory & Experience

(Napier & Gershenfeld, Houghton Mifflin, 2003)

Includes research on group dynamics and current views on ways to make working in groups more effective. Complex concepts are presented in a way that makes them more understandable, recognizing that students are more familiar with the dynamics of individual behavior and building on that knowledge to teach group theory. Case studies provide real-life context and exercises engage students in the learning process by asking them to apply what they learn to their own lives.


Advanced Games for Trainers

(Napier and Gershenfeld, McGraw Hill, 1999)

​Confront--and creatively solve--difficult organizational problems with this collection of sophisticated interventions and experiential learning activities. How do you teach people to deal with difficult employees or managers who have irritating or destructive behavior patterns? What can be done when problems brought about by diversity in the workplace threaten the cohesiveness and morale of a department or team?


High Impact Tools and Activities for Strategic Planning

(Napier, Sanaghan, Sidle, McGraw Hill, 1998)

​Experience shows that effective collaboration, systems thinking, stakeholder involvement, process design, and leadership are the critical success factors for strategic change. This book provides frameworks, activities, tips and tools to develop the shared ideas and commitment necessary for immediate and lasting change.


Intentional Design and the Process of Change

(Napier and P. Sanaghan, NACUBO Press, 2001)

​Provides guidance to all who must lead to new levels of performance within an environment resistant to change. Bringing their skills of group facilitation and organizational performance management, the authors stress that intentional process design and collaborative leadership are strategic answers to managing organizational complexity and change and offer more than 25 designs to help facilitate change.


Measuring What Matters

(Napier and McDaniel, Davies-Black, 2006)

​Demystifies the use of metrics, cuts through the confusion, and lays out a straightforward yet powerful process that translates organizational vision into measures, and measures into action. Immediately actionable at the team level, independent of outside consultants or company-wide commitment, this dynamic tool kit introduces the notion of balanced stakeholder feedback as it details how to identify a team's key stakeholders, determine what each core group values and expects, and assess how well the team and stakeholders meet each other's expectations.


The Courage to Act

(Klein and Napier, Davies Black, 2003)

​From fieldwork that has spanned four continents and dozens of countries comes a simple, elegant and powerful model for acting with courage when faced with moments of truth and individual strength and character are put to the test. With thought-provoking case studies and hands-on tools, the authors detail the five factors of courage needed to face adversity, deal with ambiguity, seize opportunities before they get away, and work through rather than avoid conflicts: candor, purpose, will, rigor and risk.