Handbook of Organizational Consultation, 2nd Edition - Revised and Expanded

Reflecting over six years of changes in the field, the Second Edition of this lauded reference/text exhaustively analyzes all aspects of organizational consulting-including normative, empirical, and political topics-and offers a broad view of consultation diagnoses, problem centers, and interventions.
Retaining the structural integrity and objectives of the first edition, the updated Handbook of Organizational Consultation, Second Edition forecasts future developments in consultation techniques, as by using the Delphi Method....maximizes the latest strategies for team development, sustenance, and success....illustrates the most productive and healthy organizational changes at various stages of organizational consultation....develops new models for organization and change in the Knowledge Age....applies the most recent organizational development techniques to consultation practices......enhances the successful "6 perspectives" approach to provide multiple classifications of all chapters....demonstrates how to respond to fast-changing international markets, including mergers, transitions, transformations, and global perspectives....and much more.

Preface to the Second Edition
Preface to the First Edition
Contributors

Chapter 1 : Six Orientations for the Reader : An Interpretive Introduction
Chapter 2 : Development, Transition, or Transformation : Bringing Change Leadership into the Twenty-First Century
Chapter 3 : Selecting and Energizing a Team
Chapter 4 : Managers and Project Leaders Conducting Their Own Action Research Interventions
Chapter 5 : Linking Measurement to Motivation
Chapter 6 : The Consulcube : Strategies for Consultation
Chapter 7 : Consultation in Schools as Organizations for Learning
Chapter 8 : Five Stages for Self-Evaluating Organizations
Chapter 9 : Preventing Regression in Team Building : A Longitudinal Study of the Personal Management Interview
Chapter 10 : The Psychological Contract
Chapter 11 : Models of Development and Issues They Raise for Consultants
Chapter 12 : Operating Systems Interventions
Chapter 13 : American Quality : Born Again
Chapter 14 : Team Building and Its Risks
Chapter 15 : Using the Search Conference Technique for Team Socialization and Strategic Planning
Chapter 16 : Conceptual and Consulting Aspects of Stakeholder Theory, Thinking, and Management
Chapter 17 : Preentry Issues Revisited
Chapter 18 : Applying Action Research to Public Sector Problems : International Perspectives
Chapter 19 : Using Large System Designs and Action Research to Develop Interorganizational Networks
Chapter 20 : Perceiving, Evaluating, and Responding to Change : An Interlevel Approach
Chapter 21 : Making Teams Work : Implications for Consulting Practice
Chapter 22 : Sociotechnical Systems Consultation
Chapter 23 : Performance Appraisal Techniques and Applications : Guides for Consultants
Chapter 24 : Managing Organizational Conflict
Chapter 25 : A Two-Phase Planning Process for Managing Change in Organizations
Chapter 26 : Micro and Macro Perspectives on Gain Sharing : Achieving Organizational Change with Alternative Reward Strategies
Chapter 27 : Goal-Setting Programs : An Agenda for Practitioners
Chapter 28 : Enlivening Developmental Relationships : The Next Best Thing to Mentoring and Coaching
Chapter 29 : Strategies for Organizational Transition
Chapter 30 : Organizational Effectiveness and Development at Different Stages of Growth : Implications for Consultants
Chapter 31 : Sexual Harassment : What’s Old, What’s New?
Chapter 32 : A Statement of Values and Ethics by Professionals in Organization and Human Systems Development
Chapter 33 : Issues in Ending Consultancies
Chapter 34 : Alternative Models for Structuring Work
Chapter 35 : Aspects of “Executive Constellations” That Can Trouble Consulting
Chapter 36 : Balance as a Useful Metaphor for Consultation and Fly-fishing, Too
Chapter 37 : Burnout as a Focus for Consultants : Significance, Incidence, and Persistence of Phases
Chapter 38 : Career-Planning Design
Chapter 39 : Competence via Regenerative Systems
Chapter 40 : Contextual Specificity in Consultation : Similarities and Differences Between Business and Public Sectors
Chapter 41 : Continued Employability : More of the Old Fast-Shuffle, or an Emerging New Balance?
Chapter 42 : Demotion Design : An Option for Forward-Looking Organizations
Chapter 43 : Diversity as Shining Goal or Sham? Equifinality Definitely Does Not Apply
Chapter 44 : Easing the Rigors of Mergers : Some guidelines from Experience
Chapter 45 : Features of Energizing Data
Chapter 46 : Fine-Tuning Appreciative Inquiry : Two Ways of Circumscribing the Concept’s Value-Added
Chapter 47 : Flexi Time and Employee Control Over Work
Chapter 48 : Giving Effective Feedback
Chapter 49 : Group Norms as Levers for Consultants
Chapter 50 : Humans as Need-Fulfilling : Implications for Consultants
Chapter 51 : Lessons from Downsizing : Some Things to Avoid and Others to Emphasize
Chapter 52 : Managerial Responses to Transitions in Adult Development
Chapter 53 : Managing Transitions
Chapter 54 : Model This, Model That : Consultants Can’t Do Without Them
Chapter 55 : Musings About Transformation : Is That Someone on a White Horse Coming Around the Corner?
Chapter 56 : Organization Cultures via Distinguishing Assumptions
Chapter 57 : Organizational Development in the Family
Chapter 58 : Organizational Stages and Consultant Choice Making : A Critical Junction
Chapter 59 : Perspectives on My Consulting Practice : Looking Backward While Moving On
Chapter 60 : Process and Structure as Central in Total Quality Management
Chapter 61 : “Promise Not to Tell” : Confidentiality in Consultation
Chapter 62 : Psychological Contracts at Work
Chapter 63 : Resilience and Change at Three Levels
Chapter 64 : Risking Consultative Relationships to Stay Really Alive
Chapter 65 : Role Analysis Technique
Chapter 66 : Role Negotiation as a Controlling Design
Chapter 67 : Sensing Groups in Consultation
Chapter 68 : Sociopathology in Today’s Organizations : Major Contributing Features, and Ways of Blunting Their Impact
Chapter 69 : Stakeholders in Consultation
Chapter 70 : Success Rates in Planned Change : Five Aspects of an Optimistic Diagnosis
Chapter 71 : The Dominant Intervention Theory and Its Selected Shortfalls
Chapter 72 : The Intervenor’s World : Overall Features and Special Traps
Chapter 73 : Three Models of Learning : Choices and Consequences
Chapter 74 : Toward a Process Orientation
Chapter 75 : Town Meeting as a Super-Optimum Solution in a Cutback Mode
Chapter 76 : Vision or Core Mission
Chapter 77 : Voluntary Organizations : Some Worthwhile Lessons
Chapter 78 : Confrontation Design : Training and Relational Learning
Chapter 79 : Third-Party Consultation : Basic Features and One Misapplication
Chapter 80 : High-Performing Teams : A Definition
Chapter 81 : Quality of Work Life for Consultants
Chapter 82 : The Interview as a Consulting Tool : Lessons from the Hiring Interview
Chapter 83 : The Perils of Intensive Management Training and How to Avoid Them
Chapter 84 : Facilitating Organizational Change Through Survey/Feedback and Implementation
Chapter 85 : Approaches to Organizational Needs Assessment
Chapter 86 : How Consultants Can Anticipate and Trigger Group Development : Alternative Models and Their Applied Implications
Chapter 87 : Productivity and the Quality of Work Life
Chapter 88 : Forecasting the Future : The Delphi Method in Organizational Consulting
Chapter 89 : Project Management for Organizational Consulting
Chapter 90 : How to Give Meaningful Praise
Chapter 91 : Managing the Older Worker
Chapter 92 : Emotions and Consultancy : Toward a Psychology of Helping
Chapter 93 : Knowing and Surfacing Organizational Culture : A Consultant’s Guide
Chapter 94 : Cross-Cultural Perspectives
Chapter 95 : A Model for Negotiation
Chapter 96 : Organizational Innovation as the Management of Interdependencies in Networks
Chapter 97 : Downsizing as a Mode of Organizational Change
Chapter 98 : Ethical Issues in Organizational Consultation
Chapter 99 : Essential Competencies for Internal and External OD Consultants
Chapter 100 : Organizing in the Knowledge Age : Anticipating the Cellular Form
Chapter 101 : An Intersection : Collaboration and Self Concept
Chapter 102 : A Typology of Change Programs : A Road Map to Change Programs and Their Differences from a Global Perspective
Chapter 103 : Group Support Systems : An Organization Development Intervention to Combat Groupthink
Chapter 104 : Privacy : Legal and Ethical Considerations for Consultants
Chapter 105 : Organizational Change as Applied Art : Blending Pace, Magnitude, and Depth
Chapter 106 : Process Consulting Guidelines for Development Assistance, with Case Study
Chapter 107 : Techniques for the Management of Organizational Change
Chapter 108 : The Production of Usable Knowledge
Chapter 109 : Process Consulting in a Content Field
Chapter 110 : A Burnout Workshop : Design and Rationale
Chapter 111 : Burnout in Organizational Consultation
Chapter 112 : Managing Organizational Change : A Primer for Consultants and Managers
Chapter 113 : Employee Assistance Programs and Workplace Consultation : Change, Opportunities, and Barriers as We Enter the Twenty-First Century
Chapter 114 : Tailored Management Development as a Vehicle for Strategy Implementation
Chapter 115 : Models of Consultation : What Do Organizations of the Twenty-First Century Need?
Chapter 116 : Time Management Hints
Chapter 117 : Creating the Learning Organization : Beyond Mechanisms
Chapter 118 : Creating Work Cultures with Competitive Advantage
Chapter 119 : Essential Differences Between Traditional Approaches to Consulting and a Collaborative Approach
Chapter 120 : Self-Awareness : An Essential Element Underlying Consultant Effectiveness
Chapter 121 : Values, People, and Organizations
Chapter 122 : Defective Group Decisions : Diagnosis and Intervention in Situations of Misguided Agreement
Chapter 123 : Roles in Group Development
Chapter 124 : Strategic Planning
Chapter 125 : Culture-Focused T Group : Laboratory Learning from the Interpretive Perspective
Chapter 126 : Consulting as Empowerment : Building Capacity Through Participatory Research, Experiential Learning, and Awareness
Chapter 127 : Critical Factors in Team Success : Diagnostic Questions for Team Leaders and Facilitators
Chapter 128 : Rethinking Organization Development for the Learning Organization
Chapter 129 : Developing Effective Community Groups
Chapter 130 : Using Success as a Framework for Community-Based Needs Assessment

Author Index
Subject Index