Intervention / Consulting

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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Organizational Consultation: An Appreciative Approach IV Change and Stabilization

Organizational Consultation: An Appreciative Approach IV Change and Stabilization

A model of consultation can be engaged that requires an openness to all options for one’s client to consider—including the option not to change.

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Organizational Consultation: An Appreciative Approach III Four Models of Consultation

Organizational Consultation: An Appreciative Approach III Four Models of Consultation

Those practitioners who (1) help to bring about a specific change in the client system, (2) are advocates of, but do not initiate, a specific change in the system, (3) advocate no specific change but begin with the assumption that change in the system is required, and (4) neither advocate a specific change nor begin with the assumption that the system needs to change.

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Organizational Consultation: An Appreciative Approach–IX. The Consultative Process: Stages Six to Ten

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.

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Organizational Consultation: An Appreciative Approach–VIII. The Consultative Process: Stages 3, 4 and 5

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.

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Organizational Consultation: An Appreciative Approach–VII. The Consultative Process: Stages 1 and 2

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.

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Organizational Consultation: An Appreciative Approach–VI. Selecting Among Consultation Models

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.

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Organizational Consultation: An Appreciative Approach–V. The Change Curve

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.

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