Handbook of organizational consultation

Six orientations for the reader - an interpretive introduction development, transition, or transformation - bringing change leadership into ht e21st century selecting and energising a team managers and project leaders conducting their own action research interventions linking measurement to motivation the consulcube - strategies for consultation consultation in schools as organisations for learning five stages for self-evaluating organisations preventing regression in team building -a longitudinal study of the personal management interview the psychological contract models of development and issues they raise for consultants operating systems interventions American quality -born again team-building and its risks using the search conference technique for team socialisation and strategic planning conceptual and consulting aspects of stakeholder theory, thinking, and management pre-entry issues revisited applying action research to public sector problems, international perspectives using large system designs and action research to develop inter-organisational networks perceiving evaluating, and responding to change - an inter-level approach making teams work - implications for consulting practice resilience and change at three levels socio-technical systems consultation performance appraisal techniques and applications -guides for consultants managing organisational conflict a two-phase planning process for managing change in organisations micro and macro perspectives on gain sharing - achieving organisational change with alternative reward strategies goal-setting programs -an agenda for practitioners enlivening developmental relationships - the next best thing to mentoring and coaching strategies for organisational transition organisational effectiveness and development at different stages of growth - implications for consultants. (Part contents).