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Innovations

Throughout his career, Joel has continually developed and shared practical new approaches to meet the challenges and work at hand.  Visit http://joelmonty.wikispaces.com/Meta-Models to view more of Joel's innovations in change and learning.

Dissertation

Follow this link for a full-text copy of Joel's doctoral dissertation.

Citation for dissertation:
Montgomery, Joel Robert (1992) The development, application, and implications of a strategy for reflective learning from experience. Ed.D. dissertation, Florida International University, United States -- Florida. Retrieved August 5, 2008, from Dissertations & Theses: Full Text database. (Publication No. AAT 9229831).

This dissertation contains the research that is the basis for many of Joel's innovations. ProQuest purchased University Microfilms International and now has the full-text of the dissertation available on-line. This can be retrieved from participating university libraries and can be obtained from ProQuest at http://www.il.proquest.com/products_umi/dissertations/

Stories

Each of these stories captures something different that represented a significant innovation as it was developed.

All of these innovations are available from DrM-Resources.

Change Planning

Challenge

Clients implementing Enterprise Resource Planning (ERP) systems and other technology innovations (electronic commerce, etc.) needed a more practical and effective way to prepare their organizations for the changes involved and to achieve a significant return on their investment.

Action

Learning from the experiences of working on organizational change projects with several clients implementing ERP, Joel developed an innovative approach to coach the organizations and their change teams to be more successful in implementing technology-related change.  (The approach also works in implementing other types of organizational change.)   

Results

DrM-Resources now makes Joel's new coaching approach to enabling technology-related change available for organizations to use.

Time-frame

2000-2009

Change Education

Mid-Atlantic Association for Training and Consulting, Washington, DC

Between 1977 and 1979, Joel completed more than 500 contact hours of experiential learning programs offered in retreat by the Mid-Atlantic Association for Training and Consulting. (This organization ceased operations in 1993.)  Joel completed two certificate programs in applied psychology as part of this education:  the Group-Leader-Educator program and the Organizational Development program.  Joel was also certified as a T-group and advanced T-group facilitator.

Joel also participated in an Organizational Development internship program with the Episcopal Church in the Washington, DC area.

Florida International University, Miami, Florida

Joel completed several Organizational Development courses as part of his doctoral studies, leading to his earned doctorate in Adult Education and Human Resource Development.

Advanced Organizational Change

Joel was one of three instructors who taught a Global Consulting Firm's Change Management professionals in Italy the Advanced Organizational Change program offered by the Global Consulting Firm in 1996.

Change Practice

Joel was involved in Organizational Development and Change in his work experience in the U.S. Army
(1969-1979), in his consulting practice (1979-1993), and with a Global Consulting Firm (1993-1998).  His practice led Joel to pursue a doctorate degree to help his clients (adults and organizations) learn how to change.  In the course of his doctoral studies, Joel identified and refined a new understand of adult and organizational learning.  These new discoveries have led to new approaches in targeting and measuring organizational learning and change outcomes.

Games and Simulations

Widgets & Doodads

Widgets & Doodads Game Board

As part of an organization change strategy for a global telecommunications manufacturing business, Joel worked with subject matter experts to develop a board-game simulation of business operations with and without the changes being planned.  The game was tested informally on 200 employees before being ready for distribution.

Joel checked with a game manufacturer and was advised that the game was "too realistic"--too much work rather than just fun.

 

Related Stories

Innovative Learning Model

Integrative Learning Model

Personal Performance Change

Performance Change Curve

Shame-Affect-Decision

Shame-Affect-Decision Model

Trust Dimensions in Teams

Trust Dimensions in Team Performance

Comfort Curve Mapped to Performance Change

Comfort Curve Mapped to Performance Change

Project Model

Project Model