Monthly Archive for: ‘8 years ago’
Creating Mental Breakthroughs: Uncomfortable Conversations Can Initiate Positive Change
Marcia Reynolds, Psy.D. The following case study looks at how the leader initiating the conversation was able to break through …
Love Lingers Here: Intimate Enduring Relationships–VIII. Compatibility and Covenant
We are inclined to be attracted to someone who fills a psychological gap that we cannot ourselves fill. Yet, partners begin to learn from each other later in their relationship, and reclaim aspects of themselves that they have disowned or left dormant for many years.
Organizational Consultation: An Appreciative Approach–IX. The Consultative Process: Stages Six to Ten
This essay concerns the second half of the consulting process—when information turns to action and the consultant is “earning her keep” with the provision of specific recommendations or at least enriching insights about the important issues facing her client.
Organizational Consultation: An Appreciative Approach–VIII. The Consultative Process: Stages 3, 4 and 5
The third, fourth and fifth stages concern the information gathering process, as well as the analysis of this information and the feeding back of the analysis to the client.
Organizational Consultation: An Appreciative Approach–VII. The Consultative Process: Stages 1 and 2
The first two stages that encompass and can be used to guide most consultations are: 1. Entry: the client contacts the consultant; 2. Initial Contract: the consultant and client reach a preliminary agreement concerning their working relationship.
The Postmodern Condition: II. Troubling Ambiguity with Shifting Boundaries and Multiple Roles
Frederic Jameson speaks about the troubling ambiguities of the boundaries that exist in this new era. This troubling ambiguity exists at all levels-personal, group, organizational and societal.
Organizational Consultation: An Appreciative Approach–VI. Selecting Among Consultation Models
Within certain contexts, each of four different approaches will flourish. In general, the more “mature” a client system, the more likely are Model Three and Model Four to be successful.
Organizational Consultation: An Appreciative Approach–V. The Change Curve
We must expect any change effort to have an initial impact that is deleterious with reference to the achievement of these outcomes. A change curve accompanies any attempt to improve a situation.
The New Johari Window #5: Interpersonal Needs
Inclusion, Control, and Affection (later called Openness). Will Schutz suggests that these three needs are sufficient to explain and predict interpersonal behavior.
Theory E²: Working with Entrepreneurs in Closely-Held Enterprises–VIII. The Participating Entrepreneur
The participating entrepreneur draws attention to unacknowledged ideas and competencies in the organization. She appreciates that which already exists and encourages use rather than conservation of existing resources.