A handbook on organizational consultation. This second edition includes more than 35 new chapters and an expanded list of international contributors. It analyzes all aspects of organizational consulting - including normative, empirical and political topics - and offers a broad view of consultation diagnoses, problem centres, and interventions.
"Praise for the first edition. . . . . .this volume attempts to respond constructively to the burgening need for a comprehensive learning resource [on consultation]. . ..users will be found in many contexts. . .. In a broad array of in-service settings. . .serve[s] the needs of consults. "
---European Foundation for Management Development
". . .a reference guide, training handbook, and practitioner's tool. . .. . . .the treatment of each intervention avoids prescription and is sensitive to relevant advantages and disadvantage. . . .stand alone as a comprehensive source of information and guidance on the consultancy enterprise. . ..a careful reading of this book will be a profitable endeavor for both consulting practitioners and their clients. "
---Perspectives on Political Science
Six orientations for the reader - an interpretive introduction; development, transition, or transformation - bringing change leadership into ht e21st century; selecting and energising a team; managers and project leaders conducting their own action research interventions; linking measurement to motivation; the consulcube - strategies for consultation; consultation in schools as organisations for learning; five stages for self-evaluating organisations; preventing regression in team building -a longitudinal study of the personal management interview; the psychological contract; models of development and issues they raise for consultants; operating systems interventions; American quality -born again; team-building and its risks; using the search conference technique for team socialisation and strategic planning; conceptual and consulting aspects of stakeholder theory, thinking, and management; pre-entry issues revisited; applying action research to public sector problems, international perspectives; using large system designs and action research to develop inter-organisational networks; perceiving evaluating, and responding to change - an inter-level approach; making teams work - implications for consulting practice; resilience and change at three levels; socio-technical systems consultation; performance appraisal techniques and applications -guides for consultants; managing organisational conflict; a two-phase planning process for managing change in organisations; micro and macro perspectives on gain sharing - achieving organisational change with alternative reward strategies; goal-setting programs -an agenda for practitioners; enlivening developmental relationships - the next best thing to mentoring and coaching; strategies for organisational transition; organisational effectiveness and development at different stages of growth - implications for consultants. (Part contents).