Intervention / Consulting

Organizational Consultation: An Appreciative Approach IV Change and Stabilization

Organizational Consultation: An Appreciative Approach IV Change and Stabilization

A model of consultation can be engaged that requires an openness to all options for one’s client to consider—including the option not to change.

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Organizational Consultation: An Appreciative Approach III Four Models of Consultation

Organizational Consultation: An Appreciative Approach III Four Models of Consultation

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.

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Organizational Consultation: An Appreciative Approach–IX. The Consultative Process: Stages Six to Ten

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.

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Organizational Consultation: An Appreciative Approach–VIII. The Consultative Process: Stages 3, 4 and 5

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.

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Organizational Consultation: An Appreciative Approach–VII. The Consultative Process: Stages 1 and 2

Organizational Consultation: An Appreciative Approach–VII. The Consultative Process: Stages 1 and 2

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.

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Organizational Consultation: An Appreciative Approach–VI. Selecting Among Consultation Models

Organizational Consultation: An Appreciative Approach–VI. Selecting Among Consultation Models

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.

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Organizational Consultation: An Appreciative Approach–V. The Change Curve

Organizational Consultation: An Appreciative Approach–V. The Change Curve

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.

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Innovation Without Risk? The Need for Innovation

Innovation Without Risk? The Need for Innovation

The big challenge for companies today is that they need not just AN innovative approach, but to build their organization to sustain a pipeline of new and unique ideas.

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Organizational Consultation: An Appreciative Approach–I. What’s in the Straw?

Organizational Consultation: An Appreciative Approach–I. What’s in the Straw?

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.

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