Process Consultation: Its Role in Organization Development |
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Page 12
... processes has several historical roots . One of these roots is the field of group dynamics as developed originally under the leadership of Kurt Lewin . A second root was the development of techniques of studying group process , such as ...
... processes has several historical roots . One of these roots is the field of group dynamics as developed originally under the leadership of Kurt Lewin . A second root was the development of techniques of studying group process , such as ...
Page 16
... process consultant helps the group by gathering data , but when and how he uses these data will depend very much on his judgment of how ready the group is to look at its own process . The key assumption always is that the group or the ...
... process consultant helps the group by gathering data , but when and how he uses these data will depend very much on his judgment of how ready the group is to look at its own process . The key assumption always is that the group or the ...
Page 105
... group needed was an alternative way to think about the use of financial control information . I therefore wrote a memo ( see Appendix ) on control systems and circulated it to the group . When this came up for discussion at a later ...
... group needed was an alternative way to think about the use of financial control information . I therefore wrote a memo ( see Appendix ) on control systems and circulated it to the group . When this came up for discussion at a later ...
Contents
Assumptions underlying Process Consultation | 8 |
Communication Processes | 15 |
Summary | 29 |
Copyright | |
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Common terms and phrases
accepted agenda agreed alternatives analysis areas asked assumptions basic become behavior boss Boyd group chairman client system competition concern consultant can help contact client cycle data-gathering decided decision decision-making define developed diagnosis discussion effective effort Emotional contagion evaluation example expect experience exploratory meeting feedback feelings felt formal function gather data give goals group action group members group process group theory help the group human processes ideas identify implement important individual initial intergroup intervention interview involved issues kind KINESICS leadership line organization listen manager method norms observations occur operating organizational processes pattern person Pete planning president problem problem-solving procedure process consultant production proposal psychological contract questions relations relationship relevant response Richard Beckhard Robert Blake role situation skill solution solve someone stage structure style subordinates suggest T-group talk task tend theory things understand various wanted