Core Faculty of AOC are experienced consultants and continue to work both as organisational scholars and as organisational consultants while teaching on the programme. Faculty for each module are chosen to reflect expertise in organisational theory, systems psychodynamics, and consultancy competence.

Richard Holti, BA, MSc, PhD

Richard read history and philosophy at Cambridge, joining The Tavistock Institute in 1983 after postgraduate studies in industrial economics and sociology at Imperial College, London. He has consulted widely on the relationship between business strategy, technological innovation and organisational change. Much of his current work focusses on inter-organisational and supply chain relations, as well as the nature of professional work. He is also Senior Lecturer in Human Resources at the Open University Business School.

Karen Izod, CQSW, MA

Karen works with leaders and stakeholders who need to innovate and generate conditions for change, and who are working with complex delivery agendas. She is concerned with both psychological and organisational structures underpinning practice, and brings her organisational change perspective to such issues as inter-sector, inter-national relations, market positioning and image, and corporate citizenship and diversity. Sectors in which Karen has worked include works include, banking, pharmaceutical, knowledge systems, professional services, media, government and politics, policing, health and social care, and higher education.

With a background in social work, public sector management, and professional services, Karen’s consulting experience now spans some 18 years – firstly as an internal consultant, and now working independently in formal and informal alliances. She has been a Principal Associate at the Tavistock Institute since 1998, where she additionally Co-Directs their Coaching for Leadership and Professional Development programme.

Jean Neumann, BA, MA, PhD

Jean provides professional advice and development for organisational consultants and change managers. She has undertaken over 450 consultancy projects, both in private practice and on behalf of The Tavistock Institute, which she joined in 1987. She specialises in conceptualising interventions that address motivation, co-operation and participation during organisational change and development. She has a post-graduate degree in adult development, a doctorate in organisational behaviour and is a professional member of NTL Institute.She has served as a visiting lecturer at several universities.

Sue Whittle, BA, MSc, PhD

Sue joined The Tavistock Institute in the mid-1990s after careers in local government, with the Change Management Research Centre at Sheffield Business School and as an independent consultant. She is particularly interested in the relationship between individual cognitive change and system-level structural change. She has consulted to policy makers and practitioners in many sectors, including health, local government, manufacturing and construction. She recently completed working as a research fellow at the Centre for Regional Economic and Social Research, Sheffield Hallam University.