Publications—Organizational

This page contains descriptions of and links to PDF versions of publications related to organizations, organizational health and organizational development. There is a separate page containing articles related to somatic learning, the Feldenkrais Method and the Anat Baniel Method for Children.

Being a bodhisattva at work: Perspectives on the influence of Buddhist practices in entrepreneurial organizations. Journal of Human Values, 2007, 13(1), 41-58. (excerpted, 5 pages)
	Written for a peer-reviewed scholarly journal, this article describes research on entrepreneurs who are practitioners of Tibetan Buddhism and discusses the underlying concepts. (Excerpt only, as permitted by copyright law).

The Possibility of Healthy Organizations: Thoughts toward a New Framework for Organizational Theory and Practice. Journal of Applied Sociology/Sociological Practice, 2004, 21(2)/6(2), 57-79. (23 pages)
	This article, written for a peer-reviewed scholarly journal, describes the intellectual influences on Dr. Goldman Schuyler that led her to develop her approach to organizational health.

Practitioner - heal thyself: Challenges in enabling organizational health. Organization Management Journal, 2004, 1(1), 28-37.
	Scholarly piece on organizational health that is also personal, describing how Dr. Goldman Schuyler's experiences are similar to those researched about how one's own health may be impacted by the roles one takes in organizations.

Invoking New Mindsets for Peace -The Kalachakra as a Transformational Practice. Sociological Practice Newsletter, American Sociological Association, Summer 2004. (2 pages)
	Written for sociologists, this article describes Dr. Goldman Schuyler's experiences at the Kalachakra Ceremony for world peace, given by the Dalai Lama in Toronto, Canada, 2004.

The Power Line: A Model for Generating a Systemic Focus on Organizational Health. Sociological Practice. (2003) 5, 77-88. (12 pages)
	Dr. Goldman Schuyler developed the Power Line Model in the early 1990s to support leaders in taking a systemic view of organizational change. While it is increasingly accepted that organizational development is built upon attention to issues at the individual, group, and systemwide levels, we lack theoretically-grounded yet practical tools to help leaders to identify and encourage holistic approaches to organizational change that integrate work across these levels.

Awareness Through Movement Lessons as a Catalyst for Change.The Feldenkrais Journal, Winter, 2003, pp. 39-46. (6 pages)
	Dr. Goldman Schuyler developed and taught a graduate course in "The Art of Change" that introduced students to using Feldenkrais principles as a source of change in both their personal and work lives

What Kind of Change Enables Transformation? Sociological Practice Newsletter, American Sociological Association. Winter, 2002. (3 pages)
	Dr. Goldman Schuyler presents her thoughts on how the Feldenkrais Method can be used to create a vivid experience of significant change via our bodies and somatic learning. This article, written for sociologists, discusses the possibility that if we enable people to experience and sense that they can change habits and patterns that seemed immutable, we can teach them how to generate their own simple and highly effective mental models for change leadership.

Reflections from the Mountain— Paradigms for Change. OD Practitioner, Organization Development Network. 30(1), 18-26. (9 pages)
	A severe skiing accident catalyzes new perceptions about the relationship between how people learn through movement and how change occurs in organizations.


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