Process Consultation: Lessons for managers and consultantsA member of the PH OD Series! Volume II clarifies the concept of process consultation as a viable model of how to work with human systems as defined in the previous volume, Process Consultation: Its Role in Organization Development (19 69), and introduces modifications and new ideas that elaborate on and have evolved beyond the material in the first volume. Included are such topics as cultural rules of interaction; initiating and managing change; intervention strategy; tactics and style; and emerging issues in process consultation. |
Contents
INTRODUCTION AND OVERVIEW | 1 |
What Is Process Consultation? | 18 |
What Is Process? | 39 |
Copyright | |
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Common terms and phrases
agreed annual meeting appropriate asked assumptions become behavior Bob Ryan boss client system Cognitive Restructuring concepts confrontive consensus consultant or manager contact client culture deal decided decision defined department heads diagnostic disconfirming information discussion division Dyson effective elab example executive committee expert or doctor feedback feel felt focus give given goals going help the client helper human initial insights intermediate client interpersonal intervention involved issues Joan Smith job redesign judgment kinds line manager listen lose face Lucy Brown manager or consultant managerial observation organization organizational organizational culture perceived performance appraisal person point of view primary client problem process consultant role psychological safety questions Ralston relationship response Schein seminar sense situation solving someone strategic structure sultant tactics talk targets task process tell terventions things timate tion tivated trying ultimate client understand unfreezing various wanted