James Krantz, Ph.D. is a leading voice in the areas of organizational change, leadership, and the design of work for high performance.

Prior to founding WorkLab (formerly Nautilus Consulting Group), Jim worked as a consultant with the Wharton School’s Center for Applied Research and the Tavistock Institute in London. He has held faculty appointments at Wharton and Yale, and has taught in numerous other settings including INSEAD, McKinsey’s Center Asian Leadership, and Columbia University. In addition, he served as Assistant Director of Wharton’s Leadership Program.

Jim’s collaborative model of consultation recognizes that the unique characteristics of each organization must be understood in order to arrive at individually tailored, workable solutions. He helps clients address the need for significant change by emphasizing the importance of careful analysis to avoid prematurely jumping from “symptom” to “solution/technique” without understanding the critical underlying systemic factors. He also works extensively with leaders and teams, helping them face difficult issues and improve decision-making.

Jim has helped a broad range of clients by simultaneously focusing on systems analysis and the psychodynamics of organizations. Among the central principles that inform his systems psychodynamic practice are: 1. organizations are shaped jointly by social and technical forces; 2. they exist in increasingly dynamic and unstable environments; 3. clarity of objectives and tasks provide an essential basis for high performance; and 4. adapting to emerging conditions requires people in organizations to learn from experience.

Jim has published widely on organizational performance, the impact of emerging social trends on the challenges of management, and issues of leadership in contemporary organizations. He serves on the editorial boards of the Journal of Applied Behavioral Science, Organisational and Social Dynamics, and Socio-Analysis. He is a past president of the International Society for the Psychoanalytic Study of Organizations and Fellow of the A.K. Rice Institute. Jim holds a B.A. in Economics and Philosophy from Wesleyan University, and received his Ph.D. and M.S. in Systems Sciences from the Wharton School of the University of Pennsylvania. 

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Leadership coach and advisor Dannielle Kennedy, Ph.D., is passionate about getting her clients the information and support they need to deepen awareness, drive success, and develop and inspire their teams.

Drawing on her background in psychology and group dynamics Dannie helps executives to understand and leverage their talents, identify and address limitations, personal and organizational, and to read and influence organizational forces that shape outcomes. Through an holistic, systems-oriented approach that often uses verbatim 360° feedback, she asks clients to locate themselves, their roles, and their goals in the surrounding mix of values, work processes, and competing agendas. Her method enables leaders and teams to surface hidden obstacles and develop personal and organizational strategies that create forward motion and growth.

Dannie is a former president of the Board of Directors of the Boston Center of the A.K. Rice Institute and has directed conferences on authority and leadership in the Tavistock tradition. She is on the faculty of the Executive Coaching Program at the Massachusetts School of Professional Psychology and has served on the Case Series Editorial Board of the Family Firm Institute. As an adjunct faculty member at Simmons College and guest lecturer at Harvard University and Smith College, she has taught courses on leadership, executive coaching, organizational theory and consultation, post-merger integration, applied research methods, and group dynamics. Prior to joining WorkLab (formerly Nautilus Consulting Group), Dannie worked as a senior consultant at KRW International, an executive development boutique.

Dannie holds a Ph.D. from Simmons College and is a graduate of the Advanced Studies in Organizational Development Program at the Boston Institute of Psychotherapy. Her clients include Fortune 500 corporations and institutions in electronic information, financial services, advertising, publishing, testing and assessment services, human resources and university administration.

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Allison Dunn is an organizational consultant who specializes in coaching individuals, helping them to clarify their goals and achieve their strategic objectives.

She also works with teams, facilitating the improvement of their capabilities in both the task and interpersonal realms, and with organizations, enabling them to become more effective and efficient by overcoming the technical and organizational barriers to change. Before becoming a consultant, Allison spent seven years in the financial services industry, working in brokerage, credit services, and online banking, focusing on marketing, analysis, and operations management.

Allison holds a Masters in Industrial and Organizational Psychology from New York University where she was a Masters Scholar. She is on the board of the Organization Development Network of Greater New York and is a member of the Society of Industrial and Organizational Psychology.

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The sudden and shocking loss of Larry Gould has led to many moments of individual and collective remembrance of his generosity, loving spirit and loyalty. 

For those of us involved in group relations and systems psychodynamics, Larry was a ubiquitous presence. Part of the reason his death has left a void for so many is that he was always ready to lend a hand, give support, offer guidance, or provide leadership to others who were interested in furthering this perspective. His passion for these ideas seemed to produce an endless well of enthusiasm and encouragement to others wanting to explore this way of thinking.

It will probably not surprise many that Larry’s career path was unconventional. Starting as a social psychologist, he was initially quite skeptical of depth psychologies. However, from his post-doc at Yale through his time at Tavistock in the early 70’s Larry’s outlook was transformed, partly due to the special connections he found with Ken Rice, Pierre Turquet and Gordon Lawrence. Part of the richness of knowing Larry was in encountering how deeply he had internalized the systems psychodynamic viewpoint and how fully integrated it was into his professional self. His extensive knowledge of systems provided the foundation for wide-ranging work as an organizational consultant throughout his career. At the time of his death he was helping the pilots and managers of a large airline discover the extent to which new technologies and work practices created a “threat to pilot identity.”

Larry undertook analytic training at the William Alanson White Institute in the mid 80’s. Out of his traditional analysis, Larry developed a deeper appreciation of the impact of unconscious factors on work organizations and system dysfunction. He embraced group relations training and psychoanalysis simultaneously through his conviction that experiential learning can impact even the most ego-syntonic and dearly held assumptions. Seeming contradictions between the systems perspective and the individual focus can be understood in the context of Larry’s deeply held belief in the inevitable and mutual interpenetration of individual and system.

The integration of Larry’s earlier systems orientation with his later psychoanalytic interests led him in his later years to co-develop a system of thought with Australian colleagues: Socio-Analysis, which has its roots in socio-technical, group relations and psychoanalytic theories and practices. Most recently he had been advancing this system of thought and practice through development of the Socio-Analytic Training Program at the Institute for Psychoanalytic Training and Research (IPTAR).

Larry’s leadership qualities were evident in his numerous roles and affiliations. He was Department Chair and Professor of Psychology of the Clinical Psychology Doctoral Program at the City University of New York; President and Board Chair of the A.K. Rice Institute; Founding Co-Director of the Organizational Program at the William Alanson White Institute of Psychiatry, Psychoanalysis & Psychology; Founding Co-Director of the Israeli Program in Organizational Development and Consultation; Society Member of the Institute for Psychoanalytic Training and Research (IPTAR) and Director of its Socio-Analytic Training Program; Member of the Israel Association for the Study of Group and Organizational Processes (OFEK); and Fellow of the Australian Institute of Social Analysis (AISA). He was also founding Co-Editor of the Journal of Organizational and Social Analysis, a Fellow of the Organization for the Promotion of Understanding in Society (OPUS) and a founder of the International Society for the Psychoanalytic Study of Organizations (ISPSO). In 1993 he received the Levinson Award, given by the American Psychological Association’s Division of Consulting Psychology, for outstanding contributions to the theory and practice of organizational consultation.

Larry’s institution building legacy is only met, if not surpassed, by his devotion and commitment to supporting the development of his colleagues and students within these many institutions. Larry’s 40 years of “graduates” contain an extraordinary number of younger colleagues who have been profoundly impacted by his intellect, generosity, interest and support. He has touched and guided the lives of many.

The contradictions of Larry’s character could be perplexing: available yet distant, engaged and detached, unassuming and self-centered, loyal while cavalier, supportive and oppositional. Of all of his outstanding characteristics he never wavered in his devotion as a brother/friend/teacher/colleague to those of us who loved him and whom he loved. Co-founders, students, peers, supported institutions, beloved friends and family – we are all richer for having encountered him.

Larry is survived by his beloved younger brother Roger, sister-in-law Pat, his nieces and nephews Nicky, Scott, Mahboud and Tracie, their children, and his companion Ruth Lazar and her son Daniel.

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Errica Moustaki is a UK and international Leadership Development Consultant and Executive Business Coach.

Errica has extensive experience as a consultants’ trainer and coaching supervisor.  She has over 20 year’s experience in this field which is underpinned by substantial academic and professional qualifications spanning in–depth psychology and psychotherapy through to organizational consulting and leadership coaching.

She assists her clients to align corporate and personal business aspirations, and realize their unique potential, by facilitating a better understanding of the sources and contexts of what may prevent them applying their strengths and talents effectively.

She coaches senior executives and board members on a broad spectrum of areas including: career transition and leadership development; role consultation; team building; managing organizational change; work relationships; and handling difficult employees.

She works with multinational organizations both in the UK and at their other offices in different parts of Europe and both sides of the Atlantic. Her clients include Accountancy Firms in the big four league, Law firms, Financial Services, Insurance, Hotels industry.

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Nancy Penner, M.S., specializes in helping organizations and teams implement change within the context of complex and unstable environments, short and long term business goals, and the culture and capability of the organization.

She excels at helping clients distinguish systemic patterns and interrelationships in complex and often confusing situations and at using this learning to facilitate the design and implementation of practical solutions.  Nancy Penner applies this same strength to her coaching work, helping leaders make sense of the complex organizational and individual issues that are impacting their performance, and then using this clarity to chart a pragmatic course of action.

Nancy Penner has applied her organization analysis, work design, change facilitation and financial management skills in a broad spectrum of business contexts including strategy implementation, organizational restructuring, work process change, technology implementation and new business development.  She has also worked across sectors and in a wide range of industries including financial services, oil and gas, real estate, professional services, consumer products and education.

Nancy Penner brings 15 years of global client service experience with KPMG to her consulting practice.  During that time she was one of the senior leadership team responsible for the development of KPMG Russia’s newly formed St. Petersburg office.  She holds a M.S. in Organization Development from American University and a Certificate in Organizational Consultation and Executive Coaching from the Institute for Psychoanalytic Training and Research.  Her accountancy, audit, and financial management skills stem from her training as a Canadian Chartered Accountant.  She is regular guest faculty in the Columbia Business School MBA program. 

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Peter Szabo’s work centers on the interplay between organizational aspiration and action.

For two decades, Peter has counseled CEOs and senior managers of corporations, private foundations, nonprofit organizations, and public agencies.  Through an approach that involves a unique blend of intensive partnership, rigorous critical thinking, and sensitivity to organizational dynamics, Peter helps clients translate their mission and goals into successful actions.  Often working at moments of organizational transition or crisis, he works with clients to understand context, craft effective strategies, plan and implement new initiatives, assess performance, and manage change. 

Serving as Deputy Commissioner of a large public agency and helping design and launch a number of social ventures has given Peter the benefit of management experience to inform his consulting practice.  While his advisory work has encompassed a range of settings, he maintains ongoing relationships in philanthropy and the environment.

Representative of his consulting work, Peter has helped structure and facilitate a board-level strategic planning process at a leading psychiatric hospital, and advised the new CEO and senior management of a global environmental organization on the development of a strategy and ten-year goal.  He has analyzed the competitive environment for a large social service agency, and assessed opportunities in ecosystem services investment and adaptation to climate change for social investors and foundations.  His consulting background also includes experience formulating manufacturing strategy and guiding cost reduction efforts for consumer products companies.

Peter received a Masters in Public and Private Management from the Yale School of Management and an M.A. in International Affairs from Yale University.  He holds a B.A. in History and Political Science from the University of Rochester.  Peter is a member of the International Society for the Psychoanalytic Study of Organizations and a part-time lecturer at The Milano School for Management and Urban Policy at The New School. 

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