Consulting for real people: a client-centred approach for change agents and leaders
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London [u.a.]
McGraw Hill
1999
|
| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturverz. S. [290] |
| Beschreibung: | XX, 292 S. graph. Darst. |
| ISBN: | 0077093348 |
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| 650 | 4 | |a Organizational change | |
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Datensatz im Suchindex
| _version_ | 1804135911319928832 |
|---|---|
| adam_text | ContentsHHH
About the authors x
Preface xii
Acknowledgements xv
Introduction xvii
Section I Going Beyond the Quick Fix How to Really
Change the Organization 1
Introduction to Section I 1
1 Consultants, Clients and the Consulting Process 3
What is consulting? 3
How is consulting different from counselling? 4
Who needs consulting skills? 5
What is client centred consulting? 6
How do I stay client centred? 8
Who are the clients? 11
Do I have the real client? 13
The internal consultant 14
The consulting cycle 15
Learning styles and the consulting process 21
Intervention styles 24
Summary 27
Checklist 1.1 Your client centredness as a consultant 28
2 Client centred Leadership 31
Recent trends in organizations 31
Characteristics of high performing organizations 33
What do we mean by empowerment? 35
Characteristics of high performing, empowering leaders 36
Facilitating self directed work teams 38
Behavioural groundrules 39
Client centred consulting and day to day management 40
Case study 45
Summary 46
Checklist 2.1 Attitudes to empowerment 47
CONTENTS
3 Facilitating Change in Organizations 51
Organizational change agent? 51
Understanding organizations 51
A model of organizational life 52
Moving models of organizations 56
What does this mean for change agents? 59
Other useful models 59
Organizational change and the effects of culture 62
What is culture and can it be changed? 66
Focal issues in organizations 68
How focal issues inter relate 72
Change learning to do things differently 73
What are the consequences for change agents? 74
Summary 75
Exercises 75
Section II Extending Your Range of Intervention
Styles 79
Introduction to Section II 79
4 The Acceptant Style How to Help When Feelings are
Involved 81
Underlying assumptions 82
How can I use the acceptant style? 83
What risks are involved? 85
When can I use the acceptant style? 86
Acceptant style in practice 88
Summary 90
5 The Catalytic Style How to Help Your Client Make
Decisions 91
Underlying assumptions 93
How can I use the catalytic style? 94
What risks are involved? 95
When can I use the catalytic style? 97
Catalytic style in practice 99
Summary 100
6 The Confrontational Style How to Offer Support and
Challenge 102
Underlying assumptions 105
How can I use the confrontational style? 105
What risks are involved? 106
When can I use the confrontational style? 108
Confrontational style in practice 109
Summary 111
CONTENTS
7 The Prescriptive Style How to Offer Wise,
Kindly Advice 113
Underlying assumptions 115
How can I use the prescriptive style? 115
What risks are involved? 116
When can I use the prescriptive style? 118
Prescriptive style in practice 119
Summary 121
Section III Managing Relationships with Clients Using
the Consulting Cycle 123
Introduction to Section III 123
8 Starting the Intervention How to Build Productive
Relationships 125
Initial steps 125
Preparing to meet clients 126
A purposeful initial meeting 126
Barriers to gaining entry ! 29
Is your client ready for change? 131
When to make a contract 31
Summary 132
Checklists:
8.1 Questions going through the client s mind 133
8.2 Reasons why gaining entry is important 133
8.3 Barriers and difficulties to gaining entry 134
8.4 Building a relationship with your clients 135
8.5 Genuine and less genuine motivations for change 135
9 Contracting and Clarifying Expectations How to Agree
What You and Your Client Want 137
What is contracting?
Who do I contract with? 138
How to start contracting
Discussion points during contracting 139
Difficulties 141
The optimum outcome of contracting 142
Other outcomes of contracting
Consequences of poor contracting
Renegotiating the contract
Contracting in action
o 147
Summary
Checklists:
9.1 The purpose of the contract
9.2 Strong and weak contracts
9.3 Testing the contract
CONTENTS
9.4 Contracting general issues 149
9.5 An illustration of a training contract 150
9.6 Chase Manhattan Bank PQM Standard Terms
and Conditions 151
9.7 Chase Manhattan Bank Consultancy of Choice 153
9.8 Chase Manhattan Bank PQM Group contract 155
10 Collecting Data and Feeding it Back 158
What is data? 158
Categorizing data 160
Data collection 160
Questioning techniques 164
Asking about feelings 166
Feedback to the client 169
Handling personal feedback 173
Summary 175
Exercises 176
Checklists:
10.1 Gathering organizational and exotic data 177
10.2 Managing the feedback meeting 177
10.3 Giving personal feedback 179
11 Making Sense of the Data, Problem Diagnosis and
Decision Making 180
Who needs to clarify the data? 180
The nature of problems 180
Making sense of human process data 182
Decision making 185
Using theories and models 192
Helping clients to plan 199
Summary 202
Feedback instruments 203
12 Implementation How to Help Your Client Take Action 208
Why do clients fail to implement? 208
Low client commitment 214
Change agent s role in implementation 216
Summary 218
Checklist 12.1 Implementation taking the role of facilitator
consultant 219
13 Disengagement and Follow up 220
What is disengaging? 220
Timing 221
How do I disengage? 223
Feedback 224
Is disengagement the end? 225
CONTENTS
Follow up 225
Transfer of training 226
Summary 226
Checklist 13.1 Successful disengagement 227
14 Evaluating the Assignment 228
What is evaluation? 228
Evaluating success 229
Who should evaluate the project? 232
Summary 233
Checklists:
14.1 Evaluating a client centred consulting assignment 233
14.2 Getting feedback from your clients 235
Section IV Client centredness Being Different,
Not Just Doing Things Differently 237
Introduction to Section IV 237
15 Essential Skills for Client centred Change Agents 239
What skills do I need? 239
Exercises 242
Checklists:
15.1 Consulting skills a checklist for individual development 246
15.2 Planning new behaviour 250
16 Personal Power In Action 251
Why do change agents need to be powerful? 251
What is power? 252
Sources of power 253
Professional and technical expertise 257
Self image and personal power 258
Self affirmation 263
Affirming your clients positive strokes 265
Balancing challenge and support 268
The powerful client centred change agent 269
Summary 271
Exercises 272
17 Developing Client centred Change Agents 275
A holistic approach 275
How might the training be organized? 278
Getting it right 278
Making it stick 282
Doing it well
Summary 288
Bibliography 290
Index 291
|
| adam_txt |
ContentsHHH
About the authors x
Preface xii
Acknowledgements xv
Introduction xvii
Section I Going Beyond the Quick Fix How to Really
Change the Organization 1
Introduction to Section I 1
1 Consultants, Clients and the Consulting Process 3
What is consulting? 3
How is consulting different from counselling? 4
Who needs consulting skills? 5
What is client centred consulting? 6
How do I stay client centred? 8
Who are the clients? 11
Do I have the real client? 13
The internal consultant 14
The consulting cycle 15
Learning styles and the consulting process 21
Intervention styles 24
Summary 27
Checklist 1.1 Your client centredness as a consultant 28
2 Client centred Leadership 31
Recent trends in organizations 31
Characteristics of high performing organizations 33
What do we mean by empowerment? 35
Characteristics of high performing, empowering leaders 36
Facilitating self directed work teams 38
Behavioural groundrules 39
Client centred consulting and day to day management 40
Case study 45
Summary 46
Checklist 2.1 Attitudes to empowerment 47
CONTENTS
3 Facilitating Change in Organizations 51
Organizational change agent? 51
Understanding organizations 51
A model of organizational life 52
Moving models of organizations 56
What does this mean for change agents? 59
Other useful models 59
Organizational change and the effects of culture 62
What is culture and can it be changed? 66
Focal issues in organizations 68
How focal issues inter relate 72
Change learning to do things differently 73
What are the consequences for change agents? 74
Summary 75
Exercises 75
Section II Extending Your Range of Intervention
Styles 79
Introduction to Section II 79
4 The Acceptant Style How to Help When Feelings are
Involved 81
Underlying assumptions 82
How can I use the acceptant style? 83
What risks are involved? 85
When can I use the acceptant style? 86
Acceptant style in practice 88
Summary 90
5 The Catalytic Style How to Help Your Client Make
Decisions 91
Underlying assumptions 93
How can I use the catalytic style? 94
What risks are involved? 95
When can I use the catalytic style? 97
Catalytic style in practice 99
Summary 100
6 The Confrontational Style How to Offer Support and
Challenge 102
Underlying assumptions 105
How can I use the confrontational style? 105
What risks are involved? 106
When can I use the confrontational style? 108
Confrontational style in practice 109
Summary 111
CONTENTS
7 The Prescriptive Style How to Offer Wise,
Kindly Advice 113
Underlying assumptions 115
How can I use the prescriptive style? 115
What risks are involved? 116
When can I use the prescriptive style? 118
Prescriptive style in practice 119
Summary 121
Section III Managing Relationships with Clients Using
the Consulting Cycle 123
Introduction to Section III 123
8 Starting the Intervention How to Build Productive
Relationships 125
Initial steps 125
Preparing to meet clients 126
A purposeful initial meeting 126
Barriers to gaining entry ! 29
Is your client ready for change? 131
When to make a contract ' 31
Summary 132
Checklists:
8.1 Questions going through the client's mind 133
8.2 Reasons why gaining entry is important 133
8.3 Barriers and difficulties to gaining entry 134
8.4 Building a relationship with your clients 135
8.5 Genuine and less genuine motivations for change 135
9 Contracting and Clarifying Expectations How to Agree
What You and Your Client Want 137
What is contracting?
Who do I contract with? 138
How to start contracting
Discussion points during contracting 139
Difficulties 141
The optimum outcome of contracting 142
Other outcomes of contracting
Consequences of poor contracting
Renegotiating the contract
Contracting in action
o 147
Summary
Checklists:
9.1 The purpose of the contract
9.2 Strong and weak contracts
9.3 Testing the contract
CONTENTS
9.4 Contracting general issues 149
9.5 An illustration of a training contract 150
9.6 Chase Manhattan Bank PQM Standard Terms
and Conditions 151
9.7 Chase Manhattan Bank Consultancy of Choice 153
9.8 Chase Manhattan Bank PQM Group contract 155
10 Collecting Data and Feeding it Back 158
What is data? 158
Categorizing data 160
Data collection 160
Questioning techniques 164
Asking about feelings 166
Feedback to the client 169
Handling personal feedback 173
Summary 175
Exercises 176
Checklists:
10.1 Gathering organizational and exotic data 177
10.2 Managing the feedback meeting 177
10.3 Giving personal feedback 179
11 Making Sense of the Data, Problem Diagnosis and
Decision Making 180
Who needs to clarify the data? 180
The nature of problems 180
Making sense of human process data 182
Decision making 185
Using theories and models 192
Helping clients to plan 199
Summary 202
Feedback instruments 203
12 Implementation How to Help Your Client Take Action 208
Why do clients fail to implement? 208
Low client commitment 214
Change agent's role in implementation 216
Summary 218
Checklist 12.1 Implementation taking the role of facilitator
consultant 219
13 Disengagement and Follow up 220
What is disengaging? 220
Timing 221
How do I disengage? 223
Feedback 224
Is disengagement the end? 225
CONTENTS
Follow up 225
Transfer of training 226
Summary 226
Checklist 13.1 Successful disengagement 227
14 Evaluating the Assignment 228
What is evaluation? 228
Evaluating success 229
Who should evaluate the project? 232
Summary 233
Checklists:
14.1 Evaluating a client centred consulting assignment 233
14.2 Getting feedback from your clients 235
Section IV Client centredness Being Different,
Not Just Doing Things Differently 237
Introduction to Section IV 237
15 Essential Skills for Client centred Change Agents 239
What skills do I need? 239
Exercises 242
Checklists:
15.1 Consulting skills a checklist for individual development 246
15.2 Planning new behaviour 250
16 Personal Power In Action 251
Why do change agents need to be powerful? 251
What is power? 252
Sources of power 253
Professional and technical expertise 257
Self image and personal power 258
Self affirmation 263
Affirming your clients positive strokes 265
Balancing challenge and support 268
The powerful client centred change agent 269
Summary 271
Exercises 272
17 Developing Client centred Change Agents 275
A holistic approach 275
How might the training be organized? 278
Getting it right 278
Making it stick 282
Doing it well
Summary 288
Bibliography 290
Index 291 |
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| id | DE-604.BV021948030 |
| illustrated | Illustrated |
| index_date | 2024-07-02T16:07:28Z |
| indexdate | 2024-07-09T20:48:01Z |
| institution | BVB |
| isbn | 0077093348 |
| language | English |
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| spelling | Cockman, Peter Verfasser aut Consulting for real people a client-centred approach for change agents and leaders 2. ed. London [u.a.] McGraw Hill 1999 XX, 292 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Literaturverz. S. [290] Adviseurs gtt Customer relations Organisatieadvisering gtt Organizational change Business consultants Consultants Unternehmensberatung (DE-588)4078592-0 gnd rswk-swf Unternehmensberatung (DE-588)4078592-0 s DE-604 Evans, Bill 1929-1980 Verfasser (DE-588)137724519 aut Reynolds, Peter Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015163180&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Cockman, Peter Evans, Bill 1929-1980 Reynolds, Peter Consulting for real people a client-centred approach for change agents and leaders Adviseurs gtt Customer relations Organisatieadvisering gtt Organizational change Business consultants Consultants Unternehmensberatung (DE-588)4078592-0 gnd |
| subject_GND | (DE-588)4078592-0 |
| title | Consulting for real people a client-centred approach for change agents and leaders |
| title_auth | Consulting for real people a client-centred approach for change agents and leaders |
| title_exact_search | Consulting for real people a client-centred approach for change agents and leaders |
| title_exact_search_txtP | Consulting for real people a client-centred approach for change agents and leaders |
| title_full | Consulting for real people a client-centred approach for change agents and leaders |
| title_fullStr | Consulting for real people a client-centred approach for change agents and leaders |
| title_full_unstemmed | Consulting for real people a client-centred approach for change agents and leaders |
| title_short | Consulting for real people |
| title_sort | consulting for real people a client centred approach for change agents and leaders |
| title_sub | a client-centred approach for change agents and leaders |
| topic | Adviseurs gtt Customer relations Organisatieadvisering gtt Organizational change Business consultants Consultants Unternehmensberatung (DE-588)4078592-0 gnd |
| topic_facet | Adviseurs Customer relations Organisatieadvisering Organizational change Business consultants Consultants Unternehmensberatung |
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