Consultation for Organizational Change

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Anthony F. Buono, David Jamieson
IAP, 2010 - Business & Economics - 315 pages
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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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Contents

CONSULTING FOR CHANGE Creating Value through Client Consultant Engagement
3
COMPETENCIES OF MANAGEMENT CONSULTANTS A Research Study of Senior Management Consultants
15
WHOLE SYSTEM CONSULTING
41
WHOLE SYSTEM TRANSFORMATION The Consultants Role in Creating Sustainable Results
57
INTERVENTION AND ORGANIZATIONAL CHANGE Building Organizational Change Capacity
81
THE USE OF METAPHOR IN CONSULTING FOR ORGANIZATIONAL CHANGE
113
PEER CONSULTING IN THE NOTFORPROFIT SECTOR
137
FROM THERAPIST TO EXECUTIVE COACH Insight Intervention and Organizational Change
155
USING ENGLISH AS A FOREIGN LANGUAGE IN INTERNATIONAL AND MULTICULTURAL CONSULTING Asset or Hindrance?
181
CONSULTING PROCESSES FOR ORGANIZATION CHANGE A Belief System Situation Centered Sensemaking Perspective
209
CONSULTING IN THE FAST LANE
233
INTO THE RABBIT HOLE Variation on Traditional Approaches to Diagnosis and Discovery
247
FORGETTING TO PUT ON NEW SKIN Enabling Healthy Closure
269
KURT LEWINS PROMISE Implications for Organization Change Consultancy
293
ABOUT THE AUTHORS
309
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