Greg employs over three decades of experience when helping organizations change — experience that has led to an approach presented in Leading Successful Change, as well as to an appreciation that organizational change is often personal, especially for leaders. Work System Model © Shea and Associates, Inc.
“…executives develop so that they more fully recognize and leverage their strengths as they recognize and minimize their weaknesses… for their benefit and that of their organizations.”
Greg often focuses on improving the working relationships between leaders, direct reports, and peers at all organizational levels in the service of increasing the quality and flexibility of organizational leadership.

Gregory Shea, Ph.D.

Gregory Shea, Ph.D.Gregory P. Shea, Ph.D., consults, researches, writes, and teaches in the areas of organizational and individual change, group effectiveness, and conflict resolution.

He is Adjunct Professor of Management at the Wharton School of the University of Pennsylvania and of its Aresty Institute of Executive Education, Adjunct Senior Fellow at the Leonard Davis Institute of Health Economics at Wharton, Senior Consultant at the Center for Applied Research, and a principal in the Coxe Group, an international consulting firm serving the design professions.

Greg’s Videos

Watch Greg in his welcome video introducing his website and two of his books: Your Job Survival Guide and Leading Successful Change. Video samples from Greg’s executive education programs.


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About Leading Successful Change – Revised in 2020!

We live in a world where change is the norm, from the board rooms to the bowels of the enterprise.

The sad fact however, is that the majority of change efforts fail.  Chances are that you have led, or been part of a change plan that has failed.

Why did it fail, and how can the next change be successfully implemented?

In Leading Successful Change, Greg Shea and Cassie Solomon demonstrate that change, real change, means changing behavior. Making behavioral change stick means changing the work environment —  or, more precisely, the work systems that comprise the work environment.