Intervention / Consulting

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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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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