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Product Description
Developing Organisational Consultancy provides consultants with theoretical and practical advice on how to handle typical consultancy challenges. Well-established organisational consultants from the UK and the USA offer descriptions of problems they have encountered in their work, theoretical and practical approaches that they have found helpful, cases from their actual practice, and advice about how to apply their suggested approach generally.
Chapters are grouped together to address three key areas of interest to consultants:
* evolving a professional stance
* considering psychodynamic approaches
* applying organisational theory.
For both experienced and newly-practising organiszational and management consultants, this book is a valuable source of reference and the key to developing a more aware and successful practice.
Chapters are grouped together to address three key areas of interest to consultants:
* evolving a professional stance
* considering psychodynamic approaches
* applying organisational theory.
For both experienced and newly-practising organiszational and management consultants, this book is a valuable source of reference and the key to developing a more aware and successful practice.
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The editors have brought together five chapters for this first section of Developing Organisational Consultancy. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
The editors have brought together five chapters for this first section of Developing Organisational Consultancy. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Amazon.com:
1 review
A good book
29 Dec 2011
Format:Paperback
This book is thorough, practical and clearly based on experience of actually doing successful consulting. For example, the guidelines it gives for "Entry and contracting" are:
1. Negotiate entry and contracting by keeping in mind the whole organizational development cycle.
2. Ensure that the success conditions for the consultant are agreed at the point of entry and contracting.
3. Craft an entry and contracting process that honours the unique characteristics of the client.
4. Avoid engaging in diagnosis and intervention during entry and contracting.
5. Avoid beginning work as a consultant without a contract and fee agreed.
(And under each of these headings a few paragraphs of explanation and further advice is given.)
Throughout there is both a high level, but practical framework for thinking about and planning your work, and also the right amount of detailed advice for the person on the ground doing the work, e.g. a "key [skill] in leading loosely coupled large groups" is "The ability to tolerate silence after you pose a question without joking [or] being visibly anxious ...."
I recommend the book to anyone engaged in high-end management consulting or in organizational change consulting.
"EPICTETUS"
1. Negotiate entry and contracting by keeping in mind the whole organizational development cycle.
2. Ensure that the success conditions for the consultant are agreed at the point of entry and contracting.
3. Craft an entry and contracting process that honours the unique characteristics of the client.
4. Avoid engaging in diagnosis and intervention during entry and contracting.
5. Avoid beginning work as a consultant without a contract and fee agreed.
(And under each of these headings a few paragraphs of explanation and further advice is given.)
Throughout there is both a high level, but practical framework for thinking about and planning your work, and also the right amount of detailed advice for the person on the ground doing the work, e.g. a "key [skill] in leading loosely coupled large groups" is "The ability to tolerate silence after you pose a question without joking [or] being visibly anxious ...."
I recommend the book to anyone engaged in high-end management consulting or in organizational change consulting.
"EPICTETUS"
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