Organizational Psychology

Organizational Consultation XVII  The Chartering Process (Part Two)

Organizational Consultation XVII The Chartering Process (Part Two)

The appreciative chartering process enables members of an organization to assess the range and implications of existing intentions, as well as discover new intentions that emerge naturally from, and in alignment with, existing intentions. Chartering is like appreciation. It focuses on both the past and future, while also being firmly grounded in present day realities.

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Organizational Consultation XVI  The Chartering Process: Part One

Organizational Consultation XVI The Chartering Process: Part One

There is an organization process that fully engages the three components of choosing, prizing and acting. It is called chartering. …

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Organizational Consultation XV  Appreciative Consulting Within the Domain of Intentions

Organizational Consultation XV Appreciative Consulting Within the Domain of Intentions

Social philosophers, historians and organizational consultants are in agreement that it is valuable to conceive of all organizations as systems, …

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Tending the Fires of 21st Century Organizations

Tending the Fires of 21st Century Organizations

In this essay I am drawing a comparison between the fire that I tend in my living room hearth and the “tending” that is done by those leading dynamic and complex 21st Century organizations.

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Organizational Consultation XIV  Generating Information from Outside the Organization: Appreciative Benchmarking

Organizational Consultation XIV Generating Information from Outside the Organization: Appreciative Benchmarking

An appreciative organization is one that sets goals that are inspiring, yet realistic. This process of setting goals that are …

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Organizational Consultation XIII: The Human Resource Bank—Source of Information and Use

Organizational Consultation XIII: The Human Resource Bank—Source of Information and Use

We continue our description of the human resource bank and its use as a consultative strategy for more fully releasing human capital. Specifically, we identify the primary sources of information for the human resource bank and the way this information and the bank can be used for the release of human capital.

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Organizational Consulting XII: The Human Resource Bank—Nature and Content

Organizational Consulting XII: The Human Resource Bank—Nature and Content

We return to the challenge offered by Hernando De Soto: How do we transform the invisible in a society to …

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Organizational Consulting XI:  Acts of Appreciation

Organizational Consulting XI:  Acts of Appreciation

Human capital must be channeled and transformed. There are three domains through which acts of appreciation can channel and transform potential human capital into organizational energy.  These three domains are information, intentions and ideas.

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Leading into the Future XIb: Holding the Center While Innovating and Opening Boundaries

Leading into the Future XIb: Holding the Center While Innovating and Opening Boundaries

How do organizational theorists suggest that the center can hold in 3rd Decade organizations that are often unbounded, forced to be agile, and surviving through collaboration rather than competition.

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Organizational Consultation: An Appreciative Approach X:  Appreciation and The Release Of Human Capital

Organizational Consultation: An Appreciative Approach X: Appreciation and The Release Of Human Capital

De Soto doesn’t use the term appreciation. However, his commitment to finding and securing the wealth that is to be found among the poorest people in the world is among the most disciplined and humane form of appreciative analysis to be offered during the past two decades.

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