Organizational Consultation: An Appreciative Approach–II. First and Second Order Change

Organizational Consultation: An Appreciative Approach–II. First and Second Order Change

William Bergquist and Agnes Mura

Before proceeding with an analysis of four models of consultation in the next few essays, we will pause and reflect in this essay on the nature of change itself—examining in particular two different kinds (or levels) of change. We identify these two kinds of change as “first order” and “second order.” We begin this analysis with a brief interchange between Fred and Alan.

Fred: “Why don’t you just try harder.”

Alan: “Would you get off my back! I’m already working as hard as I can! It just won’t work.”

Fred: “O.K., maybe we should add one or two more people to your crew.”

Alan: “No! That would only make things worse.  I would have to devote all of my time to training these new guys.”

Fred: “Well, I give up . . . what do you think could be done?”

Alan: “I don’t know . . . but I’m getting desperate . . . I guess like you must feel. Maybe we need to change the goal . . . be a little less ambitious. Or maybe we’ve taken on the wrong job . . . maybe our division is simply unable to meet this goal. Or even more basically, maybe we’ve approached this problem in an entirely wrong way.”

This discussion between Fred and Alan is typical of those that occur in many organizations from time to time. A problem resists solution. More (or less) of the same thing is tried with no results. People try harder or they ease off a bit. No difference. More money is thrown in or a significant amount of money is pulled out of the project—still no appreciable effect.

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About the Author

William Bergquist

William BergquistWilliam Bergquist, Ph.D. An international coach and consultant, professor in the fields of psychology, management and public administration, author of more than 45 books, and president of a graduate school of psychology. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations. His graduate school (The Professional School of Psychology: www.psychology.edu) offers Master and Doctoral degrees in both clinical and organizational psychology to mature, accomplished adults.

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