ABSTRACT

The second edition of the Handbook of Organizational Consultation includes more than 35 additional chapters and an expanded list of international contributors. It addresses all aspects of organizational consulting, including normative, empirical and political topics - and offers a broad view of consultation diagnoses, problem centers, and interventions. Perspectives on Political Science said this book is a reference guide, training handbook, and practitioner's tool [that] .stand[s] alone as a comprehensive source of information and guidance on the consultancy enterprise. . ..a careful reading of this book will be a profitable endeavor for both consulting practitioners and their clients.

chapter 1|35 pages

Six Orientations for the Reader

An Interpretive Introduction

chapter 2|17 pages

Development, Transition, or Transformation

Bringing Change Leadership into the Twenty-First Century

chapter 5|20 pages

Linking Measurement to Motivation

chapter 6|8 pages

The Consulcube

Strategies for Consultation

chapter 9|15 pages

Preventing Regression in Team Building

A Longitudinal Study of the Personal Management Interview

chapter 10|13 pages

The Psychological Contract

chapter 12|16 pages

Operating Systems Interventions

chapter 13|10 pages

American Quality

Born Again

chapter 14|7 pages

Team Building and Its Risks

chapter 17|8 pages

Preentry Issues Revisited

chapter 18|10 pages

Applying Action Research to Public Sector Problems

International Perspectives

chapter 20|8 pages

Perceiving, Evaluating, and Responding to Change

An Interlevel Approach

chapter 21|20 pages

Making Teams Work

Implications for Consulting Practice

chapter 23|15 pages

Performance Appraisal Techniques and Applications

Guides for Consultants

chapter 24|10 pages

Managing Organizational Conflict

chapter 26|14 pages

Micro and Macro Perspectives on Gain Sharing

Achieving Organizational Change with Alternative Reward Strategies

chapter 27|7 pages

Goal-Setting Programs

An Agenda for Practitioners

chapter 28|9 pages

Enlivening Developmental Relationships

The Next Best Thing to Mentoring and Coaching

chapter 30|16 pages

Organizational Effectiveness an Development at Different Stages of Growth

Implications for Consultants

chapter 31|11 pages

Sexual Harassment

What's Old, What's New?

chapter 2|13 pages

Issues in Ending Consultancies

chapter 2|9 pages

Burnout as a Focus for Consultants

Significance, Incidence, and Persistence of Phases

chapter 38|5 pages

Career-Planning Design

chapter 40|11 pages

Contextual Specificity in Consultation

Similarities and Differences Between Business and Public Sectors

chapter 41|5 pages

Continued Employability

More of the Old Fast-Shuffle, or an Emerging New Balance?

chapter 42|11 pages

Demotion Design

An Option for Forward-Looking Organizations

chapter 43|7 pages

Diversity as Shining Goal or Sham?

Equifinality Definitely Does Not Apply

chapter 44|3 pages

Easing the Rigors of Mergers

Some Guidelines from Experience

chapter 46|8 pages

Fine-Tuning Appreciative Inquiry

Two Ways of Circumscribing the Concept's Value-Added

chapter 48|6 pages

Giving Effective Feedback

chapter 50|3 pages

Humans as Need-Fulfilling

Implications for Consultants

chapter 51|8 pages

Lessons from Downsizing

Some Things to Avoid, and Others to Emphasize

chapter 53|4 pages

Managing Transitions

chapter 54|4 pages

Model This, Model That

Consultants Can't Do Without Them

chapter 55|6 pages

Musings About Transformation

Is That Someone on a White Horse Coming Around the Corner?

chapter 58|5 pages

Organization Stages and Consultant Choice Making

A Critical Junction

chapter 59|7 pages

Perspectives on My Consulting Practice

Looking Backward While Moving On

chapter |4 pages

“Promise Not to Tell”

Confidentiality in Consultation

chapter 65|3 pages

Role Analysis Technique

chapter 68|15 pages

Sociopathology in Today's Organizations

Major Contributing Features, and Ways of Blunting Their Impact

chapter 70|11 pages

Success Rates in Planned Change

Five Aspects of an Optimistic Diagnosis

chapter 72|8 pages

The Intervenor's World

Overall Features and Special Traps

chapter |5 pages

Three Models of Learning

Choices and Consequences

chapter |4 pages

Vision or Core Mission

chapter |5 pages

Some Worthwhile Lessons

Some Worthwhile Lessons

chapter 78|6 pages

Confrontation Design

Training and Relational Learning

chapter 17|8 pages

Third-Party Consultation

Basic Features and One Misapplication

chapter 80|7 pages

High-Performing Teams

A Definition

chapter 82|13 pages

The Interview as a Consulting Tool

Lessons from the Hiring Interview

chapter 86|14 pages

How Consultants Can Anticipate and Trigger Group Development

Alternative Models and Their Applied Implications

chapter 88|7 pages

Forecasting the Future

The Delphi Method in Organizational Consulting

chapter 89|15 pages

Project Management for Organizational Consulting

The Delphi Method in Organizational Consulting

chapter 90|2 pages

How to Give Meaningful Praise

chapter 91|2 pages

Managing the Older Worker

chapter 92|9 pages

Emotions and Consultancy

Toward a Psychology of Helping

chapter 93|18 pages

Knowing and Surfacing Organizational Culture

A Consultant's Guide

chapter 94|7 pages

Cross-Cultural Perspectives

chapter 95|5 pages

A Model for Negotiation

chapter 100|16 pages

Organizing in the Knowledge Age

Anticipating the Cellular Form

chapter 101|12 pages

An Intersection

Collaboration and Self-Concept

chapter 102|11 pages

A Typology of Change Programs

A Road Map to Change Programs and Their Differences from a Global Perspective

chapter 103|14 pages

Group Support Systems

An Organization Development Intervention to Combat Groupthink

chapter 104|8 pages

Privacy

Legal and Ethical Considerations for Consultants

chapter 105|8 pages

Organizational Change as Applied Art

Blending Pace, Magnitude, and Depth

chapter 110|12 pages

A Burnout Workshop

Design and Rationale

chapter 112|9 pages

Managing Organizational Change

A Primer for Consultants and Managers

chapter 113|19 pages

Employee Assistance Programs and Workplace Consultation

Change, Opportunities, and Barriers as We Enter the Twenty-FirstCentury

chapter 115|12 pages

Models of Consultation

What Do Organizations of the Twenty-First Century Need?

chapter 116|9 pages

Time Management Hints

chapter 117|10 pages

Creating the Learning Organization

Beyond Mechanisms

chapter 120|2 pages

Self-Awareness

Essential Element Underlying Consultant Effectiveness

chapter |10 pages

Defective Group Decisions

and Intervention in Situations of Misguided Agreement

chapter |2 pages

Roles in Group Development

chapter |7 pages

Strategic Planning

chapter |12 pages

Culture-Focused T Group

Learning from the Interpretive Perspective

chapter |12 pages

Consulting as Empowerment Building

Building Capacity Through Participatory Research, Experiential Learning, and Awareness

chapter |2 pages

Critical Factors in Team Success

Diagnostic Questions for Team Leaders and Facilitators