A Consultancy Approach for Trainers and Developers
The first edition of this book, published over ten years ago, accurately predicted the significance of the transition from trainer to consultant and from training to learning. And, as the role of trainers has changed, so the responsibility for development has expanded to involve managers at all levels within the organization. This Second Edition has been written to help you, whatever your particular responsibility as a trainer or developer, to plan your professional development. Using an original framework, the authors describe three approaches to consultancy designed to help you undertake increasingly complex assignments. With the support of case studies, they explain what each approach involves and illustrate the problems and opportunities the trainer is likely to face. A detailed self-development plan is contained in the appendices.
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Three development paths for trainers
The personal challenge
From training to consulting
The training consultant
From training to learning
The learning consultant
From individual change to organizational change
The organization change consultant
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Page 231 - Designer clothes and labels - or those that "6t"?' in R. Casemore, G. Dyos, A. Eden, K. Kellner, J. McAuley and S. Moss (eds), What Makes Consultancy Work Understanding the Dynamics. London: South Bank University Press. Walton, M. (1994b) '"Being" in Organizations', School of Psychotherapy and Counselling, Regent's College, London.