Q&A With Edward Klein, Psychology

How businesses respond to life in a rapidly changing, global economy can make or break them.

Psychology professor Edward Klein says a commitment to embracing diversity, including training employees in core competencies and technologies, is simply good business.

He explores such issues, complete with case studies, in his fourth book, "Relatedness in a Global Economy." Klein's work was recently profiled in the Cincinnati Business Courier.

Klein's a widely published author: In 1978, he co-authored "The Seasons of a Man's Life" with Daniel Levinson. A best seller, it was published in German and Swedish in 1979, Dutch and Japanese in 1980 and Norwegian in 1982. He co-edited "The Psychodynamics of Leadership" in 1998 and "Dynamic Consultation in a Changing Workplace" in 2000.

Klein was assisted on his latest book by Ian Pritchard, a graduate student in the Clinical Psychology graduate program.

"He helped me edit the text, make sure it fit APA format and deal with some systems issues with publishers and authors," Klein said.

Q) How were case studies for "Relatedness in a Global Economy" selected, and how long was this book in the making?

A) In 2002 I sent a letter to 30 of the best practitioners asking them to write a chapter describing their theoretical approach and an actual consultation case.

Klein

Edward Klein, Psychology/Photo by Dottie Stover

I selected the cases that would be of most interest and were from diversified viewpoints, including ones from India, Australia, England and the United States. I submitted the book to a publisher in 2003, who promised to publish it in 2004. It never happened, due in part to illness at the publishing company. With legal advice I got the rights to the book back in 2005. I e-mailed the manuscript to Karnac in London. In three days they agreed to publish, sent a contract and it was published this fall as promised. So the book was in the making for four years; the moral is, don't give up.

Q) In this and previous books, you've addressed everything from how people deal with technological transformation to healthcare issues in the workplace and the credibility of management. What kind of responses have you received from business leaders who’ve played a role in your research, and from others in your field, and how valuable has your research been for you as an educator?

A) A number of managers involved in the cases have found the book useful in their work. Colleagues have praised it. I use the book in my Psychology of Management course which is open to advanced undergraduates and graduate students. Students like the cases more than the theory, no surprise.

Q) Are there business leaders and employees of a certain age more likely to adapt easily to the diversification of the work force and other changes? Many 40- and 50-somethings welcoming change out of necessity, because they don’t want to be viewed as archaic, and also, because they hope to work another 15 to 20 years. On the other hand, many people leave a company and enter other fields, or retire early, rather than learning new skills.

A) I think this is also due to Adult Development issues. People in transitional stages – Age Thirty Transition (28-33), Mid-life Transition (40-45) and Age Fifty Transition (50-55) – are more likely to get or be a mentor, a coach and change with the times. Men and women in more stable stages are more likely to resist change.

Q) In a post-Enron, jobs-gone-overseas, downsizing world, we often read about how those in their 20s and 30s now might go through dozens of jobs over the course of their working years. Doesn’t that force some level of constant change on business leaders and owners? And what has that change in commitment to “the company” meant for the American workforce?

A) People are having more job and career changes over the past decades. To a large degree this is influenced by the global economy. Yes, there is less commitment to the company since the company is less committed to the individual manger, worker, etc. One way to respond is developing "Corporate Universities" which train employees in core competencies and technology. A company may lose some employees but the best may stay, valuing this up to date training. Leaders also should be more open and sharing, which may lead to greater commitment from employees.

Q) Meeting the needs of employees and striving for a diverse work place is one thing. But just how much change does a business leader have to be open to, or accept?

A) Diversity is good; it even helps companies to make more money. A 2004 HBR article by David Thomas of Harvard on IBM's diversity program shows how it works.

Q) Any other thoughts on what the changing workplace, and the pros and cons that go with it, means for brand-new graduates?

A) New graduates, and all employees, need to listen more so they can understand this ever-changing workplace. Having a social-systems view may help us figure out how to proceed and develop a strategic plan for one’s career goals. If managers think and behave this way they model an effective leadership style that employees can identify with and follow.

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