Alan Slobodnik, co-founder and principal of Options for Change, is a senior consultant, trainer and coach with thirty-five years’ expertise bringing about personal, interpersonal and organizational change. Alan and his wife, Deborah, were pioneers in “marrying” state-of-the-art systems thinking from the family therapy field with current organizational development theory to create a dynamic new and practical method for intervening in human systems on the behavioral level. A specialist in working at the “top of the house,” Alan’s forte is creating dramatic breakthroughs in executive behavior at the individual and team level. His diverse roster of clients includes Avery Dennison, Bristol-Myers Squibb, Gillette, Harvard Pilgrim Heath Care, Idexx, John Hancock, Kronos, Millipore, Pitney Bowes, UMass Memorial HealthAlliance, United Illuminating and numerous mid-sized hi-tech companies. He also has extensive experience working with professional service firms, and legal, medical, financial engineering and information system departments. Typical engagements include change management, strategic planning, culture alignment, core values, leadership development, team intervention, employee and customer satisfaction, reorganization and re-engineering.
Alan has been recognized as a talented presenter and teacher for over twenty-five years. He served as Director and core faculty member at the Kantor Family Institute, as well as adjunct faculty at Harvard University, Boston University, Massachusetts School of Professional Psychology, and numerous other colleges. His articles on teams and change have appeared in Pegasus Communications’ The Systems Thinker, Federated Press and other journals.

Alan’s academic credentials include an engineering degree from MIT, where he also studied Organizational Development at the Sloan School, and an MSSS from Boston University.
Ten years ago, Alan and his company began taking their courses and tools online, to create a unique model for aligning culture to produce business results. Executive teams set the cultural strategy using the Culture Compass, while a cadre of change leaders manage projects through Making Change Happen. Teams and team leaders sustain the change with FasTeams, the critically acclaimed breakthrough toolset for accelerating the human side of team performance.

A comment from one of his seminar attendees best sums up Alan’s impact as a presenter/trainer: “It’s not that I purposely saved you from more embarrassing thank-you’s, it’s just that I couldn’t get to you through the crowd after the seminar. But I do want you to know: this experience has been more powerful than I can do justice to. You stimulated us intellectually. You jarred us out of complacency. You startled us with fresh viewpoints.”