Consultation for Organizational Change
Anthony F. Buono, David Jamieson
IAP, 2010 - Business & Economics - 315 pages
A volume in both Research in Management Consulting, Series Editor Anthony F. Buono, Bentley University and Contemporary Trends in Organization Development and Change, Series Editors Peter Sorensen, Benedictine University and Therese Yaeger, Benedictine University This volume is a joint publication in the Research in Management Consulting and Contemporary Trends in Organizational Change and Development series. This dual focus reflects the reality that consulting for organizational change is a special type of management consultation, a complex field of endeavor that requires a broad range of skills and competencies. To be truly effective, change-related consulting requires a unique client-consultant relationship, a special set of consulting skills, an expertise in human and organizational systems, and significant personal qualities. It is in high demand in a world full of change. Yet, we still know relatively little theoretically about this type of consulting and have relatively little empirical evidence about what actually works and why. As the contributors amply illustrate, the Organization Development (OD) field has a well developed set of frameworks, technologies, and models of change. Still we need to focus on and learn more about the role of the OD consultant as a special kind of change agent. A goal of this joint volume is to increase that specific body of knowledge and provide an illustration of much needed collaboration in bringing all possible resources to bear on our understanding of an increasingly critical and essential form of consulting.
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ability agencies Appreciative inquiry assessment behavior Buono challenges change capacity Change Management change process chapter client clinical clinical psychology Community Action Association conceptual Consultation for Organizational context Cooperrider core create culture diagnosis dynamics effective emotions employees engaged English environment example executive coaching experience facilitate feedback focus focused ganization global goals guided changing healthy closure implementation individual Information Age initiatives interaction internal interventions involved issues Journal knowledge language leaders leadership learning Lewin lingua franca linguistic management consultants meaning metaphor mindset Never Sometimes Organization Development organization's organizational change organizational members participation peer consultants Pepperdine University performance perspective phase planned change positive psychology practice problem professional programs psychology psychotherapy questions relationship role Scharmer sensemaking projects shaman shared situation skills social socio-technical uncertainty speakers stakeholders strategy supervision tacit knowledge theory Thousand Oaks tion understand values Warner Burke