Intervention / Consulting
Those practitioners who (1) help to bring about a specific change in the client system, (2) are advocates of, but do not initiate, a specific change in the system, (3) advocate no specific change but begin with the assumption that change in the system is required, and (4) neither advocate a specific change nor begin with the assumption that the system needs to change.
Organizational Consultation: An Appreciative Approach–IX. The Consultative Process: Stages Six to Ten
This essay concerns the second half of the consulting process—when information turns to action and the consultant is “earning her keep” with the provision of specific recommendations or at least enriching insights about the important issues facing her client.
Organizational Consultation: An Appreciative Approach–VIII. The Consultative Process: Stages 3, 4 and 5
The third, fourth and fifth stages concern the information gathering process, as well as the analysis of this information and the feeding back of the analysis to the client.
The first two stages that encompass and can be used to guide most consultations are: 1. Entry: the client contacts the consultant; 2. Initial Contract: the consultant and client reach a preliminary agreement concerning their working relationship.
Within certain contexts, each of four different approaches will flourish. In general, the more “mature” a client system, the more likely are Model Three and Model Four to be successful.
We must expect any change effort to have an initial impact that is deleterious with reference to the achievement of these outcomes. A change curve accompanies any attempt to improve a situation.
Theory E²: Working with Entrepreneurs in Closely-Held Enterprises–III.The Appreciation of Entrepreneurship and Enterprise
The compounding of entrepreneurship and enterprise occurs through the process of appreciation. These are three ways in which the term appreciation is commonly used.
This set of essays enables the practitioner to reflect on and expand his or her own perspectives and preferences regarding ways in which to improve organizational functions and fully engage human capital.
This essay concerns 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.”