Jeffrey H. Axelbank, Psy.D. is a licensed psychologist, with extensive knowledge about people, group and organizational behavior, individual behavior change, and human relations. He specializes in the functioning of teams and has helped a wide range of people and organizations using a customized approach which goes beyond organizational development.
Jeff has helped organizations achieve success on issues such as strategic planning, burnout, building teams, managing transitions, improving communications and morale, family businesses, and resolving conflict. He was an adjunct faculty member at William Paterson University, teaching a Masters level course in the Educational Leadership Department called Understanding Group Process and the Psychology of Organizations.
Dr. Axelbank is a field supervisor at Rutgers University, where he supervises doctoral students in clinical psychology. He holds a doctorate in Clinical Psychology from Rutgers University’s Graduate School of Applied and Professional Psychology, and a B.S. in Electrical Engineering from the Cornell University College of Engineering.
In addition, Jeff is a graduate of the Organization Program of the William Alanson White Institute of Psychiatry, Psychoanalysis and Psychology, having earned a certificate in Organizational Development and Consultation. Jeff was the Founding President of the Middlesex County (NJ) Association of Psychologists.
Large Law Firm
Organizational development: Improving communications between Partners and Associates and across workgroups.
Strategic planning: Helping family members create opportunities for business growth.
Cosmetics Raw Material Manufacturing Firm
Conflict resolution: Assessed and addressed systemic issues thereby eliminating workplace strife.
Conflict resolution and executive coaching: Clarified roles such that organization resumed effective teamwork; coached owner to be a stronger leader.
Violence prevention: Led consulting team assessing system dynamics that contribute to violence; made recommendations to address vulnerabilities.
Organizational assessment and Board development: Helped to heal factionalism on Board to facilitate cohesive governance
Fortune 500 Pharmaceutical
Plant closing: Guided leadership team in announcing plant closing so that violence was avoided and smooth operation continued until scheduled shutdown.
Large urban social service agency
Coaching: Helped executive to understand and better manage her relationship with the system that she leads.
(Part of a team consulting to) Large State of NJ Department
Program change evaluation: Facilitated workforce forums to assess major programmatic change and provide management feedback.
Childcare center on a university campus
Conflict resolution: Helped staff team to overcome differences and provide services more smoothly.
Retail consumers’ cooperative
Staff turnover: Reduced turnover by working on organizational dynamics that were causing excessive stress on staff.
Community mental health residence provider
Burnout prevention: Extensive organizational assessment to provide plan to management to address systemic stressors on staff.