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Home >>  Academics >>  Center for Positive Change: Staff

Center for Positive Change Staff

Frank J. Barrett, Ph.D.

Frank J. Barrett, PhD is Associate Professor of Systems Management at the Naval Postgraduate School in Monterey, California. He received his BA in Government and International Relations from the University of Notre Dame, his MA in English from the University of Notre Dame, and his PhD in Organizational Behavior from Case Western Reserve University. He has also served on the faculty of The Katholieke University of Leuven in Belgium, Penn State University Behrend College, Case Western Reserve University, and Benedictine University.

He served as Director of Budgetary Analysis for the Cuyahoga County Auditor and taught English at Cuyahoga Community College in Cleveland, Ohio. He has served on the faculty at Penn State University Behrend College, Case Western Reserve University, and Illinois Benedictine College where he taught Management, Organizational Behavior, Organizational Theory, Group Dynamics and Leadership, Organizational Design, Organizational Development, and Organizational Change.

Dr. Barrett has been involved in a number of research projects. As a member of SIGMA (Social Innovations in Global Management) at Case Western Reserve University, he has traveled extensively in the former Soviet Union studying social transformation and social innovation.

Dr. Barrett has consulted to various organizations including the US Navy, Ford Motor Manufacturing Division, Johnson & Johnson, Bell South, Granite Construction, GlaxxoWelcom, General Electric, British Petroleum, the Council of Great Lakes Governors, Omni Hotels, The Cleveland Clinic Foundation, and University Hospitals of Cleveland.

He has written and lectured widely on social constructionism, appreciative inquiry, organizational change, jazz improvisation and organizational learning. He has published articles on metaphor, masculinity, improvisation, organizational change and organizational development in the Journal of Applied Behavioral Science; Human Relations; Organization Science , and Organizational Dynamics as well as numerous book chapters. He wrote "Generative Metaphor Intervention: A New Approach to Intergroup Conflict" (with D. Cooperrider) which won the award for best paper from the Organizational Development Division of the Academy of Management in 1988. He is co-editor of Appreciative Inquiry and Organizational Transformation (Vermont: Greenwood Books, 2001).

Dr. Barrett is also an active jazz pianist. In addition to leading his own trios and quartets, he has traveled extensively in the United States, England, and Mexico with the Tommy Dorsey Orchestra.

Ronald E. Fry, Ph.D.

Professor Ronald E. Fry joined the faculty of the Department of Organizational Behavior, Weatherhead School of Management, Case Western Reserve University in August, 1978 and was tenured in 1984. Before coming to CWRU he received a BS in Engineering at University of California at Los Angeles (1969), and an SM in Management from the Alfred P. Sloan School of Management at the Massachusetts Institute of Technology (1971) where he also received a Ph.D. degree in Organizational Psychology (1978). While at CWRU he has served as Director of the Master's of Science in Organizational Development and Analysis (MSODA) program and has received the University Award for Outstanding Teacher in the Professional Schools. For the past 11 years he has served as Faculty Director of the Weatherhead School's Executive MBA Program, consistently ranked by Business Week , US News and World Reports, and Financial Times as one of premier EMBA Programs in the world.

Professor Fry has been involved in research and consulting with industrial, service and educational organizations in the areas of human resource development and organizational development for the past twenty-five years. Major field work has involved firms including Ford, General Electric, Northern Telecom, KeyCorp, Roadway Express, Square D, City of Cleveland, Keithley Instruments, the Metropolitan Water District of So. California, and most currently, the United States Navy. He has collaborated in developing a widely used team development program, Task Oriented Team Development , and conducts internationally publicized seminars on the same. With colleagues David Cooperrider and Suresh Srivastva, Ron has pioneered the theory and practice of Appreciative Inquiry over the past ten years. He has designed and led a Certificate Program in Organization Capacity Building and Appreciative Leadership for over 150 leaders of Non-Governmental social change Organizations worldwide and their partnering, US based Private Voluntary Organizations.

Professor Fry has published widely in the area of Organization Development, Team Building, Change Management, Appreciative Inquiry, and the role and behavior of the CEO. His current research interests lie in the study of global organization and management for social change, the exploration of continuity as a key to organizational health and the application of appreciative inquiry to build organizational capacity. Among his most recent publications are Appreciative Inquiry and Organizational Transformation , co-edited with Frank Barrett, Jane Seiling and Diana Whitney (Quorum: 2001), and Executive and Organizational Continuity: Managing the Paradoxes of Stability and Change (Jossey-Bass), a volume co-edited with Suresh Srivastva.

Professor Fry is a frequent visiting lecturer to specialized OD programs at Benedictine University and McGill University and is an adjunct faculty member of the New Zealand Institute of Management where he conducts executive development programs annually. He has also served as a visiting faculty to the Katholieke University in Leuven, Belgium and to the Administrative Staff College of India.  For more information, visit Dr. Fry's faculty profile on the CWRU website.

David Bright

David Bright is a Doctoral Candidate in Organizational Behavior at the Case Weatherhead School of Management, located in Cleveland, Ohio. He previously attended Brigham Young University where he received the degrees of B.S. in Accounting (1996), M.A. in International Area Studies (1999), and Master of Organizational Behavior (1999). His work focuses on large-scale organizational change, and in his research he explores the factors that support empowered, participative change. During the past ten years, he has conducted research and consulting with several organizations including INTEL, the U.S. Navy and Roadway International.

Edward H. Powley

Edward H. Powley (Ned) is a doctoral candidate in the Department of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University. He has worked with the U.S. Navy, Roadway Express, the Society for Organizational Learning's Sustainability Consortium, and Weatherhead's Business as an Agent of World Benefit project. His research interests include Appreciative Inquiry, sustainable organizational change, and myth and ritual in change. Prior to studying at Case Western, Edward worked for the World Bank and conducted best practices research at the Corporate Executive Board in Washington, DC. He received his master's degree from George Washington University in Organizational Management.