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Discovering Common Ground
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  • 2004Problem structuring methods for large group interventions56 cited
  • 2002Phenomenology of Aesthetic Organising--Ways Towards Aesthetically Responsive Organizations51 cited
  • 1992Getting Everyone Involved: How One Organization Involved its Employees, Supervisors, and Managers in Redesigning the Organization48 cited
  • 1998Influence at Work: A 25-Year Program of Research48 cited
  • 2017Inquiring Into Appreciative Inquiry: A Conversation With David Cooperrider and Ronald Fry46 cited
  • 1996Future search: Finding common ground in organizations and communities37 cited
  • 1992Editors' Introduction: The Large Group Intervention—A New Social Innovation?34 cited
  • 2003Factors influencing the successful use of vision-based strategy planning by nonprofit human service organizations28 cited
  • 1996METHODS, VALUES, AND ASSUMPTIONS UNDERLYING LARGE GROUP INTERVENTIONS INTENDED TO CHANGE WHOLE SYSTEMS27 cited
  • 2003Sources of Fidelity in Purposive Organizational Change: Lessons from a Re‐engineering Case27 cited
  • 2005Faster, Shorter, Cheaper May Be Simple; It’s Never Easy27 cited
  • 2015Leadership and Strategic Change20 cited
  • 1999Sustaining Innovation20 cited
  • 2005Research in Turbulent Environments: Slums in Chennai, India and the Impact of the December 2004 Tsunami on an Ecohealth Project

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8 cited
  • 1997Applying action research to public sector problems: International perspectives5 cited
  • 2007Experiments in forging NGO accountability: mutuality and context1 cited