Arthur M. Freedman

Institution World Institute for Action Learning Current Position Lecturer, Carey Business School, Johns Hopkins University Highest Degree Ph.D. in Personality-Clinical Psychology from University of Chicago, 1971 Research Interests Applied Social Psychology Conflict Resolution Culture/Ethnicity Ethics/Morality Group Processes Helping/Pro-Social Behavior Intergroup Relations Interpersonal Processes Judgment/Decision Making Motivation/Goal Setting Organizational Behavior Personality Political Psychology Self/Identity Courses Taught Conflict Management and Utilization Consultation Skills Facilitating and Managing Complex Systems Change Fundamentals of Organization Development Human Interaction in Groups Instrumentation in Organization Development Knowledge of Self Leading Change in Complex Organizational Systems Organizational Culture Organizational Diagnosis Process Facilitation in Teams Transformational Leadership   Arthur M. Freedman World Institute for Action Learning 1111 23rd Street, NW Suite 5D-S Washington, District of Columbia 20037 U.S.A. Home Page Work: (202) 466-3921 Home: (202) 466-3921 Mobile: (202) 309-3500 Fax: (202) 466-3921 Arthur M. Freedman is an organization development and change scholar-practitioner. He is a Director and Master Action Learning Team Coach, World Institute for Action Learning. He is a Principal of Freedman, Leonard & Marquardt Consultancy. He is also a Lecturer, Carey Business School, Johns Hopkins University. Dr. Freedman has been recognized for his achievements with several awards: (A) the 2007 Harry and Miriam Levinson Award for Exceptional Contributions to Consulting Organizational Psychology, American Psychological Foundation, American Psychological Association; (B) the 1994 "RHR International Award for Excellence in Consulting Psychology” from the American Psychological Association, Division 13: Consulting Psychology; and (C) the Elliott Jaques Award for the distinction of writing the Most Outstanding Article for 1998 for “Pathways and Crossroads to Institutional Leadership” in Consulting Psychology Journal, 50(3), 131-151. Dr. Freedman is a Visiting Scholar at the University of Pennsylvania and at the National Hispanic Institute and Centre for Latino Leadership Studies. In his capacity as a consulting organizational psychologist, Dr. Freedman has consulted with government, non-profit, and commercial organizations throughout North America as well as Estonia, Latvia, Lithuania, Sweden, Germany, Russia, Vietnam, Singapore, Nigeria and Zimbabwe. He is a Fellow in the Society of Consulting Psychology (Division 13, American Psychological Association) and a Fellow of International Psychology (Division 52, American Psychological Association). He is also a Past President of the Society of Psychologists in Management. Books: Freedman, A. M., & Bradt, K. H. (2008). Consulting psychology: Selected articles by Harry Levinson. Washington, DC: American Psychological Association. Freedman, A. M., & Zackrison, R. E. (2001). Finding your way in the consultant jungle. San Francisco: Jossey-Bass. Lee, R. J., & Freedman, A. M. (Eds.). (1984). Consultation skills readings. Arlington, VA: NTL Institute. Marquardt, M. J., Leonard, H. S., Freedman, A. M., & Hill, C. C. (2009). Developing leaders and organizations through action learning. Washington, DC: American Psychological Association. Zackrison, R. E., & Freedman, A. M. (2000). An executive guide to employing consultants. Hampshire, England: Gower Publishing, Ltd. Journal Articles: Freedman, A.M. (2009). The work of psychologists in the U.S. intelligence community. Consulting Psychology Journal, 61, 1, 68-83. Freedman, A.M. (2009). Working ourselves out of a job. Organizations and Change, October, 1. Freedman, A. M. (2000). A history of NTL and organization development. Psychology-Manager Journal. Freedman, A. M. (2000). Multi-group representation: Represenative teams or teams of representatives. Consulting Psychology Journal. Freedman, A. M. (1998) Pathways and crossroads to institutional leadership. Consulting Psychology Journal, 50(3), 131-151. Freedman, A. M. (1997). The undiscussable sides of implementing transformational change. Consulting Psychology Journal, 49(1), 51-76. Leonard, S., & Freedman, A. M. (2000). A history of teams. Consulting Psychology Journal.

Page last edited by profile holder: March 1, 2010  Visits since June 9, 2001: 4,552