Organizational Psychology

Organizational Consultation XXIV: Feedback (Part One)

Organizational Consultation XXIV: Feedback (Part One)

The final strategy concerns the generation of valid and useful information about the performance of employees in the organization. This …

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Organizational Consultation XXIII: Empowerment (Part Three)

Organizational Consultation XXIII: Empowerment (Part Three)

I have already proposed and described the nature of an empowerment pyramid that I believe provides a foundation for effectively …

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Organizational Consultation XXII: Empowerment (Part Two)

Organizational Consultation XXII: Empowerment (Part Two)

I propose that individuals and groups move toward empowerment and organizations move toward appreciation by addressing these four functional building …

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Organizational Consultation XXI: Empowerment (Part One)

Organizational Consultation XXI: Empowerment (Part One)

In an appreciative-oriented consulting process, attention must be paid to empowerment of individuals and teams in the organization. The objective …

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Organizational Consultation XX : Development (Part Three)

Organizational Consultation XX : Development (Part Three)

An appreciative approach to human resource development requires that one be sensitive to the complex interplay between various initiatives. Some HRD strategies should precede other strategies, either because this strategy develops logically out of the other strategy or because this strategy is less threatening or more easily implemented than other strategies.

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Organizational Consultation XIX  Development (Part Two)

Organizational Consultation XIX Development (Part Two)

The training and education that organizations provide to their employees typically come from one of five sources.

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Organizational Consultation XVIII:  Development (Part One)

Organizational Consultation XVIII: Development (Part One)

In an appreciative-oriented consulting process, attention must be paid to development of the human capital in the organization. The objective …

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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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