Gabriel Lopez

I spent eight years in the U.S. Army. After-action reviews and commander's intent were how work got done: say what you're trying to do, do it, then sit down and ask honestly what happened. That last step is the one most change plans leave out.

I did my doctoral coursework in organization development at Benedictine University. When I went looking for what the research says about the managers who actually carry change, I found very little. So I built an index to count it.

Now I write Unfrozen, a newsletter on how change moves through organizations, and I help leaders find where their change is stuck in the middle.