Client-consultant Collaboration: Coping with Complexity and Change
Anthony F. Buono, Flemming Poulfelt
IAP, 2009 - Business & Economics - 255 pages
A volume in Research in Management Consulting Series Editor Anthony F. Buono, Bentley University The tenth volume in the Research on Management Consulting series-Client-Consultant Collaboration: Coping with Complexity and Change-draws on papers presented at the Academy of Management's Management Consulting Division International Conference on this theme in Copenhagen, Denmark in June 2007. The volume presents twelve chapters that explore a broad range of questions and concerns that illustrate the scope and complexity of the consultant-client relationship. The chapters illustrate the richness and excitement that takes place not only in research on consulting but also in its application as the various empirical analyses of consulting in practice portray.
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CLIENTS DIFFERENT MOVES IN MANAGING THE CLIENTCONSULTANT RELATIONSHIP
INSIDE THE CLIENT CONSULTANT RELATIONSHIP Consulting As Complex Processes of Relating
SYSTEMIC CONCEPTS OF INTERVENTION
BUILDING CHANGE CAPACITY ClientConsultant Collaboration and Organizational Change
THE EXPERIENCE OF BEING CHANGED THROUGH CONSULTING
CREATING WORLD CLASS OD THROUGH COLLABORATION Blending the Roles of Internal Corporate Consulting and the University
SHARING ACROSS BOUNDARIES The Dual Role of Being Both a Consultant and a Client
CHALLENGE AS AN OUTSIDER KNOW AS AN INSIDER Client Experiences of Collaboration with Consultants
THE NEED FOR MANAGEMENT ADVISORY SERVICES A Consequence of Institutionalization Organization and Trust Staffan Furusten Andreas ...
MAPPING THE CLIENTS POLITICAL TERRAIN A Model of Analysis for Consultants
POWER BASES AND POWER USE IN CONSULTANCY
YOU CANT IMPROVISE ON NOTHIN Attaining Trust in the ClientConsultant Relationship
ABOUT THE AUTHORS
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action research Appreciative inquiry approach argues autopoiesis behavior Benedictine University boundary business units challenge change management chapter Clark client and consultant client organization client system client-consultant relationship communication complex concept consultant and client consultant power consultant's consulting assignment consulting firm context conversations Copenhagen Business School create culture decision dimension discussion Donald MacLean dynamics emerge employees experience expertise external facilitator family therapy Fincham flipchart focus focused Furusten guided changing identity implementation important improvisation Information Age interac interaction internal actors internal consultant intervention involved knowledge leaders leadership Luhmann management consulting ment middle manager Mohe moves Niklas Luhmann non-forcing organizational change outcomes outsider participants partner consultant perspective planned change political position power bases practice problems project team recommendations relation response role Schein senior managers session situation social specific strategy structure sultants supplier systemic consulting systems thinking talk tion top manager trust understanding Werr