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Joanne C. Preston: Integrating Disciplines, Expanding Paradigms

  • Jeanne D. Maes
  • Kenneth L. Wall
Living reference work entry

Abstract

Motivated by her father at an early age to be her best, Joanne C. Preston has emerged on the forefront as a scholar-practitioner in her quest to “make the workplace healthier.” Building on her Russian, French, and German language skills and her solid foundation in developmental psychology, she has pushed the boundaries of traditional organization development and change (ODC). Preston has taken the best of family therapy practice and applied its interventions to small business and workplace problems, producing results sufficiently substantial to catch the attention of international business owners. Her interventions in large systems change and her astute ability to create superordinate goals were instrumental in South Africa’s transformation from apartheid and in Poland’s change from communism to a free market society. Her work with governmental leaders has improved Kenya’s educational system. On the home front, Preston has introduced an international dimension to ODC education. She has cut across the typical discipline boundaries of psychology, business, and education and, by using technology, she has created new models of education for graduate students, linking global teams in workplace settings. Similarly, she has been influential in the creation of new types of business and professional network organizations. Preston has the rare gift of blending theory into practice on six continents, affecting academic audiences, businesses, nonprofit organizations, and governments.

Keywords

Cultural change Democracy Network organizations New models of education Organization Change Alliance Potential model of transformational change Power and politics Sustainable organizational structures Superordinate goals 

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Further Reading

  1. Preston, J. C. (1988). Power and politics: A necessity in large systems change. Organization Development Journal, 6(4), 46–52.Google Scholar
  2. Preston, J. C. (1989a). Synergistic action research in large systems change: The ideal, the plan, and the reality. Organization Development Journal, 7(3), 61–68.Google Scholar
  3. Preston, J. C. (1989b). Perestroika in Eastern Europe as a challenge to O.D. paradigms: One person’s view of the team visit to Poland. Research/Study Team Newsletter on Nonviolent Large System Change, 4(l), 17–18.Google Scholar
  4. Preston, J. C. (1993a, February). Clarify family values first. Nation’s Business, p. 54.Google Scholar
  5. Preston, J. C. (1993b). A new model for local OD professional groups. Organization Development Journal, 11(2), 75–84.Google Scholar
  6. Preston, J. C. (1996, Winter). South Africa: My journey on the river of transformation. Academy of Management ODC Newsletter, 6–8.Google Scholar
  7. Preston, J. C. (2010). Developing a doctoral program in the emerging field of Homeland Security: an OD approach to curriculum development. In R. R. Sims (Ed.), Change (transformation) in government systems. Charlotte: Information Age Publishing.Google Scholar
  8. Preston, J. C. (2011). The evolution of a tourism network in the tourist industry. In G. D. Sardana & T. Thatchenkery’s (Eds.), Positive initiatives for organizational change and transformation (pp. 120–138). New Delhi: MacMillan.Google Scholar
  9. Preston, J. C. (2012). Increasing local tourism through network organizations. Global Management Journal, 4(1/2), 39–43.Google Scholar
  10. Preston, J. C. (2014). Online doctoral programs: Can they produce the business scientists and leaders needed for the 21st century? International Journal of Learning and Change, 2(1), 3947.Google Scholar
  11. Preston, J. C., & Armstrong, T. R. (1987). Cultural synergy: A dynamic opportunity for nonviolent problem-solving in South Africa. The Organization Development Practitioner, 19(4), 12–16.Google Scholar
  12. Preston, J. C., & Chappell, K. E. (1990). Teaching managers leadership. Leadership & Organization Development Journal, 11(5), 11–16.CrossRefGoogle Scholar
  13. Preston, J. C., & Armstrong, T. R. (1991). Team-building in South Africa: Cross cultural synergy in action. Public Administration Quarterly, 15(l), 65–82.Google Scholar
  14. Preston, J. C., & DuToit, L. J. (1991). Violence in South Africa: A possible endemic problem that has a feasible solution. In Proceedings of the 21st annual OD information exchange, Williams Bay, pp. 83–86.Google Scholar
  15. Preston, J. C., & DuToit, L. (1992). Large systems change: issues related to the strategy. Journal of Organizational Change Management, 5(3), 7–17.CrossRefGoogle Scholar
  16. Preston, J. C., DuToit, L., Van Zyl, D., & Holscher, F. (1993). Endemic violence in South Africa: An OD solution applied to two educational settings. International Journal of Public Administration, 16(11), 1767–1792.CrossRefGoogle Scholar
  17. Preston, J. C., DuToit, L., & Barber, I. (1996). A potential model of transformational change applied to South Africa. In R. W. Woodman & W. A. Pasmore (Eds.), Research in organizational change and development (pp. 175–200). Greenwich: JAI Press.Google Scholar

Copyright information

© The Author(s) 2016

Authors and Affiliations

  1. 1.Mitchell College of BusinessUniversity of South AlabamaMobileUSA
  2. 2.Epic Investments, Inc.Colorado SpringsUSA

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