Alan Briskin
| Alan Briskin | |
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| Born | New York City |
| Occupation |
Author consultant |
| Website | www |
Alan Briskin is an organizational consultant and author or co-author of a number of books relating to organizational theory including: The Stirring of Soul in the Workplace and The Power of Collective Wisdom: And the Trap of Collective Folly. Briskin also co-wrote Daily Miracles and Bringing Your Soul to Work: An Everyday Practice.
Briskin attended Goddard College in Vermont finishing with a degree in Education, and earned his Masters and Doctorate degrees in Psychology at The Wright Institute in Berkeley, California.
In his early career, Briskin directed a youth educational program in a group home in Plainfield, Vermont. He later went on to direct a vocational program for inmates at the St Johnsbury Correctional Center in Vermont. Briskin is the founder of a consulting practice based in Oakland, California. His book, Daily Miracles: Stories and Practices of Humanity and Excellence in Health Care, co-authored with Jan Boller, won the American Journal of Nursing’s 'Book of the Year Award for Public Interest', and was chosen as the President’s Pick by the American Association of Critical-Care Nurses. Briskin's published books, including The Stirring of Soul in the Workplace and The Power of Collective Wisdom, explore the role of meaning, purpose, and collective wisdom in the work environment.
In the late 1990s, Briskin helped Saybrook University to develop its first Masters and Doctoral programs in Organizational Systems. The programs were related to Saybrook's field of organizational leadership and transformation, and Briskin remains on the faculty as an adjunct professor.
Briskin was co-founder of the Collective Wisdom Initiative, sponsored by the Fetzer Institute, and from this research co-authored The Power of Collective Wisdom.
Briskin has written about how organisations function, with a particular focus on integrating the individual’s spirit or soul, into the workplace. He has proposed that as organizations developed historically, uniformity and a dedication to efficiency resulted in a loss of individualism among employees. This approach focused primarily on operational mechanics, such as goals, organizational charts, and job descriptions and saw employees as an issue that needed to be addressed rather than as a resource to be nurtured. Instead organizations should concentrate on developing individuals to enable each person to become a change leader with the agency to take responsibility and initiate change.
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