Coverart for item
The Resource A Systemic Approach to Consultation

A Systemic Approach to Consultation

Label
A Systemic Approach to Consultation
Title
A Systemic Approach to Consultation
Creator
Contributor
Subject
Genre
Language
eng
Summary
A Systemic Approach to Consultation discusses the application of systemic thinking to work within organizations. The authors draw on their experiences of consulting with teams, departments and whole organizations in both the public and private sectors. They describe their work as an integrated approach called Development Consultation, which focuses on the beliefs and behaviors in the wider system which makes it difficult for organizations to manage their own processes of change. The authors then discuss the way they formulate systemic problems and the interventions, particularly the interviewing technique, which they have used in numerous case examples. The book is intended as a handbook for professionals from any discipline who are engaged in consultation work
Member of
Cataloging source
MiAaPQ
LC call number
BF173 -- .C36 1991eb
Literary form
non fiction
Nature of contents
dictionaries
Series statement
The Systemic Thinking and Practice Series - Work with Organizations
Label
A Systemic Approach to Consultation
Link
http://ebookcentral.proquest.com/lib/multco/detail.action?docID=709561
Instantiates
Publication
Copyright
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
COVER -- CONTRIBUTORS -- CONTENTS -- Introduction -- 1· Basic Concepts Underlying the Systemic Approach to Organizations -- a. How organizations change -- b. The great problem of difference -- c. The meaning of people in organizations -- d. Why organizations have trouble negotiating change -- e. Connecting different beliefs within the organization -- f. Feedback -- g. The observer position -- 2. Basic Concepts Underlying Development Consultation -- 1. Co-evolving systems -- 2. Hypothesizing -- 3. Circularity -- 4. Neutrality -- 5. Interventions -- 3. Useful Ideas and Hypotheses about Organizations -- 1. The organizational life cycle -- 2. Beginning to understand organizations as systems- moving from two-person to three-person systems -- a. The two-person system -- b. Three-person system -- 3. The 'meat in the sandwich' -- 4. Breaking competitive deadlocks -- 5. The problem of the multi-disciplinary team -- 6. The language of organizations: or, making nouns into part of a systemic process -- 4. Acknowledgements -- 5. The Practice of Development Consultation -- 1. Referral procedures -- 2. Hypothesizing about the referral -- 3. Designing a consultation -- 4. Interviewing using circular questioning -- 5. Reflective discussion -- 6. Exercises -- 7. Strategic planning -- 8. Giving structured feedback -- 9. Hypothesizing about the client's feedback -- 6. Some Useful Ideas about the Context of the Organization -- 7. Case Study -- 8. Conclusion: A Final Conversation, or: A Consultation to the Reader -- REFERENCES -- INDEX
Control code
EBC709561
Dimensions
unknown
Extent
1 online resource (107 pages)
Form of item
online
Isbn
9781849401050
Media category
computer
Media MARC source
rdamedia
Media type code
c
Note
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2017. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
Sound
unknown sound
Specific material designation
remote
System control number
  • (MiAaPQ)EBC709561
  • (Au-PeEL)EBL709561
  • (CaPaEBR)ebr10475798
  • (CaONFJC)MIL311817
  • (OCoLC)727649350
Label
A Systemic Approach to Consultation
Link
http://ebookcentral.proquest.com/lib/multco/detail.action?docID=709561
Publication
Copyright
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
COVER -- CONTRIBUTORS -- CONTENTS -- Introduction -- 1· Basic Concepts Underlying the Systemic Approach to Organizations -- a. How organizations change -- b. The great problem of difference -- c. The meaning of people in organizations -- d. Why organizations have trouble negotiating change -- e. Connecting different beliefs within the organization -- f. Feedback -- g. The observer position -- 2. Basic Concepts Underlying Development Consultation -- 1. Co-evolving systems -- 2. Hypothesizing -- 3. Circularity -- 4. Neutrality -- 5. Interventions -- 3. Useful Ideas and Hypotheses about Organizations -- 1. The organizational life cycle -- 2. Beginning to understand organizations as systems- moving from two-person to three-person systems -- a. The two-person system -- b. Three-person system -- 3. The 'meat in the sandwich' -- 4. Breaking competitive deadlocks -- 5. The problem of the multi-disciplinary team -- 6. The language of organizations: or, making nouns into part of a systemic process -- 4. Acknowledgements -- 5. The Practice of Development Consultation -- 1. Referral procedures -- 2. Hypothesizing about the referral -- 3. Designing a consultation -- 4. Interviewing using circular questioning -- 5. Reflective discussion -- 6. Exercises -- 7. Strategic planning -- 8. Giving structured feedback -- 9. Hypothesizing about the client's feedback -- 6. Some Useful Ideas about the Context of the Organization -- 7. Case Study -- 8. Conclusion: A Final Conversation, or: A Consultation to the Reader -- REFERENCES -- INDEX
Control code
EBC709561
Dimensions
unknown
Extent
1 online resource (107 pages)
Form of item
online
Isbn
9781849401050
Media category
computer
Media MARC source
rdamedia
Media type code
c
Note
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2017. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
Sound
unknown sound
Specific material designation
remote
System control number
  • (MiAaPQ)EBC709561
  • (Au-PeEL)EBL709561
  • (CaPaEBR)ebr10475798
  • (CaONFJC)MIL311817
  • (OCoLC)727649350

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