Thomas Gilmore
A transcript of a talk featuring CFAR Principal and Founder Tom Gilmore discussing his prolific career as a management consultant and his work as a reflective practitioner.  view »
Thomas Gilmore

In November of 2016, CFAR and the University of Pennsylvania’s Organizational Dynamics Program hosted the inaugural event in the CFAR Lecture Series. With a nearly sold-out house and featuring CFAR Founder and Principal Tom Gilmore discussing his discussing his prolific career as a management consultant, the evening was a great success. As a follow-up to this exciting night, we are pleased to share with you Tom’s annotated bibliography.

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Jennifer Tomasik, Thomas Gilmore, Andrew Schafer

Strategic planning is sweeping academic medicine. Across the country, faculty and administrators at all levels have been drawn into planning processes as sponsors or assigned to task forces or other leadership roles, often with considerable ambivalence. They wonder: "Is this a meaningful process? Will real work get done? Will it actually have an effect on the future of the school, hospital, division, etc.? Can we plan effectively amid so much change?'

 

American Journal of Medicine, vol. 118 no. 3, March 2005, pp. 315 – 320

Thomas Gilmore, Debbie Bing
This chapter organizes tools and techniques into three stages or transitions surrounding a large group event, each with its own core task: pre-event, the event, and follow-through. view »
Linda May, Tom Gilmore, Judy Schueler

Presented at the University HealthSystem Consortium 2011 Annual Conference, September 2011

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Barry Dornfeld, Thomas N. Gilmore, Larry Hirschhorn, Michael Kelly
This article describes our understanding of higher education institutions in sharp contrast to for-profit corporations. We emphasize, in particular, the “loosely coupled” structure of a university, its “church-state” character, and the proliferation of subunits that amplifies this structure and character in ways that pose unique challenges to leadership. view »
Thomas Gilmore, Greg Shea
This article describes how leaders can travel into the past to identify and pull forward essential aspects to the organization's continued identity. Published in the Journal of Management Development, 16 (4) Summer 1997, pp. 302 -- 311. view »
Thomas Gilmore, Chatham Sullivan, Rebecca Blum
In this article, the authors shift the focus away from heroic deeds to small, subtle leadership actions that can have big impact. Chapter published in The 2010 Pfeiffer Annual: Leadership Development. San Francisco: Pfeiffer, 2010, pp. 220-232. view »
Thomas Gilmore, Kenwyn Smith, Gregory Shea
This article overviews the ways in which all of the stakeholders in executive development courses can get significantly greater value from their investments. It starts before the program begins, discusses ways of learning while at the program, and attends to the transition from the program back to work. view »
Thomas Gilmore
Selection from Chapter 14 in Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully. New York: Authors Choice Press, 2003, pp. 233 - 236. view »
Thomas Gilmore
Selection from Chapter 2 in Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully. New York: Authors Choice Press, 2003, pp. 15 - 17. view »
Thomas Gilmore

Chapter 5 in "Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully". New York: Authors Choice Press, 2003, pp. 55 - 70.

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Thomas Gilmore

Chapter 9 in "Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully". New York: Authors Choice Press, 2003, pp. 128 - 145.

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Thomas Gilmore
Chapter 15 in Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully. New York: Authors Choice Press, 2003, pp. 246 -- 255. view »
Thomas Gilmore
Chapter 12 in Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully. New York: Authors Choice Press, 2003, pp. 185 -- 209. view »
Thomas Gilmore

Chapter 10 in "Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully". New York: Authors Choice Press, 2003, pp. 146 - 161.

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Thomas Gilmore, Larry Hirschhorn
This paper gives some examples of loosely coupled systems and explores two aspects of leading: protecting and guiding. view »
Larry Hirschhorn, Thomas Gilmore, Michael Kelly
This article describes our understanding of higher education institutions in sharp contrast to for-profit corporations. We emphasize the "loosely coupled" structure of a university, its "church-state" character, and the subunits that amplify this structure and character in ways that pose unique challenges to leadership. We also briefly review some significant pressures that colleges and universities face and describe a number of leadership strategies. view »
Larry Hirschhorn, Thomas Gilmore, Michael Kelly
This article describes our understanding of the academic medical center contrasted sharply with a for-profit corporation. We emphasize its "loosely coupled" structure, its "church-state" character and the sub-units that amplify this structure and character in ways that pose unique challenges to leadership. We also briefly review some significant pressures that academic medical centers face and describe a number of leadership strategies. view »
Thomas Gilmore
Presented at International Society for the Psychoanalytic Study of Organizations Symposium, Boston, June 2003 view »
Thomas Gilmore
Leaders are increasingly experiencing themselves as middles and the behavioral implications are different for those in that position. This paper looks at middles in three dimensions: organizationally, historically in time, and in the value chain. view »
Jennifer Tomasik, Thomas Gilmore, Andrew Schafer
This is a draft table that looks at some of the typical problems and countermeasures in strategic planning. The final article can be found in The American Journal of Medicine, Vol 118, No 3, March 2005, pp 315-320. view »
Thomas Gilmore
This article is based on a presentation made at the 6th Annual Nursing Economic Conference, October 28, 1989 and appeared in Nursing Economic, Volume 8, Number 3, May-June 1990. More information on the journal can be found at www.nursingeconomics.net view »
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