This book shows the underlying thinking of experienced consultants deciding how to position themselves in organizations, seeking to enable organizational change to occur and redefining their relationships with their clients over time and according to organizational need using a systemic lens.
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Features contributors, who describe the way they use the systemic model in their consultancy practice. This book illustrates their key ideas via a case example or examples, where possible, including accounts of the exercises and techniques they use inspired by systemic thinking.
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Series Editors' Foreword -- Introduction -- The system in the room: the extent to which coaching can change the organization -- The collapsed-chair consultation: making moments of significance work -- Leadership development and "close learning": reducing the transfer gap -- Locating conflict in team consultations -- The power of keeping it simple -- Surviving the task of management -- Asymmetric leadership: supporting a CEO's response to turbulence -- Democratizing strategy: towards distributed leadership -- Coaching lawyers to lead -- Final thoughts
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'Describing and charting the way in which a consultant working from the systemic paradigm brings a unique lens to the understanding of organizational complexity has been, and remains, a challenging task in a global corporate world where the demand is always for products, new interventions, and approaches that "work" and can be measured.The structure of the chapters in this book offers readers the opportunity to connect to each contributor's account of his or her work, showing how systemic ideas and practices shape a piece of consultation, while simultaneously respecting the need for the generic stages of consultation identified by the editors, in their Introduction to remain visible and recognizable to the readers, whatever familiarity and fluency with systemic thinking practices they may bring to the text.The interventions described by the contributors, all established and respected consultants, elegantly reflect a number of facets of the value of systemic work in organizations - namely, the distinctive ways systemic practitioners pay attention to and use feedback, examine and seek to understand beliefs that sustain repetitive patterns of behaviour, explore the development over time of cultural values in an organization, seek to increase possible explanations for the above, and clarify roles and tasks in relation to specific contexts, to mention only a few.'- David Campbell and Ros Draper, from the Series Editors' ForewordDavid Campbell and Clare Huffington are both pioneering organizational consultants with many years' experience of finding innovative and convincing ways to offer systemic ideas and practices to the corporate world in the public, private, and voluntary sectors.
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Produktdetaljer

ISBN
9781855756694
Publisert
2008-12-31
Utgiver
Vendor
Karnac Books
Vekt
408 gr
Aldersnivå
05, U
Språk
Product language
Engelsk
Format
Product format
Heftet
Antall sider
256

Biographical note

David Campbell was a consultant clinical psychologist based at the Tavistock Clinic in London. In addition to a clinical practice, he developed training courses in supervision, professional doctorate research, and Master's-level family therapy training. He established a long-standing international practice as a management and leadership trainer and organizational consultant. Clare Huffington is a freelance organizational consultant and executive coach and was, until early 2007, the Director of the Tavistock Consultancy Service in London. She is a clinical psychologist and worked as an educational psychologist, university lecturer, and family therapist before beginning to work with larger systems as an organizational consultant.