Handbook of organizational consultation / [edited by] Robert T. Golembiewski.

Includes index.

Print version record.

Includes bibliographical references and indexes.

Chapter 1 Six Orientations for the Reader -- chapter 2 Development, Transition, or Transformation -- chapter 3 Selecting and Energizing a Team -- chapter 4 Managers and Project Leaders Conducting Their Own Action Research Interventions -- chapter 5 Linking Measurement to Motivation -- chapter 6 The Consulcube -- chapter 7 Values, People, and Organizations / Robert Tannenbaum Sheldon Davis -- chapter 8 Five Stages for Self-Evaluating Organizations -- chapter 9 Preventing Regression in Team Building -- chapter 10 The Psychological Contract -- chapter 11 Models of Development and Issues They Raise for Consultants -- chapter 12 Operating Systems Interventions -- chapter 13 American Quality -- chapter 14 Team Building and its Risks -- chapter 15 Using the Search Conference Technique for Team Socialization and Strategies Planning -- chapter 16 Conceptual and Consulting Aspects of Stakeholder Theory, Thinking, and Management -- chapter 17 Preentry Issues Revisited -- chapter 18 Applying Action Research to Public Sector Problems -- chapter 19 Using Large System Designs and Action Research to Develop Interorganizational Networks -- chapter 20 Perceiving, Evaluating, and Responding to Change -- chapter 21 Making Team Work -- chapter 22 Sociotechnical Systems Consultation -- chapter 23 Performance Appraisal Techniques and Applications -- chapter 24 Managing Organizational Conflict -- chapter 25 A Two-Phase Planning Process for Managing Change in Organizations -- chapter 26 Micro and Macro Perspectives on Gain Sharing -- chapter 27 Goal-Setting Programs -- chapter 28 Enlivening Developmental Relationships -- chapter 29 Strategies for Organizational Transition -- chapter 30 Organizational Effectiveness and Development at Different Stages of Growth -- chapter 31 Sexual Harassment -- chapter 32 A Statement of Values and Ethics by Professionals in Organization and Human Systems Development -- chapter 33 Issues in Ending Consultancies -- chapter 34 Alternative Models for Structuring Work -- chapter 35 Aspects of -- chapter 36 Balance as a Useful Metaphor for Consultation and Fly-Fishing, Too -- chapter 37 Burnout as a Focus for Consultants -- chapter 38 Career-Planning Design -- chapter 39 Competence via Regenerative Systems -- chapter 40 Contexual Soecificity in Consultation -- chapter 41 Continued Employability -- chapter 42 Demotion Design -- chapter 43 Diversity as Shining Goal or Sham? -- chapter 44 Easing the Rigors of Mergers -- chapter 45 Features of Energizing Data -- chapter 46 Fine-Tuning Appreciative Inquiry -- chapter 47 Flexi Time and Employee Control Over Work -- chapter 48 Giving Effective Feedback -- chapter 49 Group Norms as Levers for Consultants -- chapter 50 Humans as Need-Fulfilling -- chapter 51 Lessons From Downsizing -- chapter 52 Managerial Responses to Transitions in Adult Development -- chapter 53 Managing Transitions -- chapter 54 Model This, Model That -- chapter 55 Musings About Transformation -- chapter 56 Organization Cultures via Distinguising Assumptions -- chapter 57 Organizational Development in the Family -- chapter 58 Organization Stages and Consultant Choice Making -- chapter 59 Perspectives on My Consulting Practice -- chapter 60 Process and Structure as Central in Total Quality Management -- chapter 61 -- chapter 62 Psychological Contracts at Work -- chapter 63 Resilience and Change at Three Levels -- chapter 64 Risking Consultative Relationships to Stay Really Alive -- chapter 65 Role Analysis Technique -- chapter 66 Role Negotiation as a Controlling Design.

Chapter 67 Sensing Groups in Consultation -- chapter 68 Sociopathology in Today's Organizations -- chapter 69 Stakeholders in Consultation -- chapter 70 Success Rates in Planned Change -- chapter 71 The Dominant Intervention Theory and Its Selected Shortfalls / Robert T. Golembiewski -- chapter 72 The Intervenor's World -- chapter 73 Three Models of Learning -- chapter 74 Toward a Process Orientation -- chapter 75 Town Meeting as a Super-Optimum Solution in a Cutback Mode -- chapter 76 Vision or Core Mission -- chapter 77 Voluntary Organizations -- chapter 78 Confrontation Design -- chapter 79 Third-Party Consultation -- chapter 80 High-Performing Teams -- chapter 81 Quality of Work Life for Consultants -- chapter 82 The Interview as a Consulting Tool -- chapter 83 The Perils of Intensive Management Training and How to Avoid Them -- chapter 84 Facilitating Organizational Change Through Survey/Feedback and Implementation -- chapter 85 Approaches to Organizational Needs Assessment -- chapter 86 How Consultants can Anticipate and Trigger Group Development -- chapter 87 Productivity and the Quality of Work Life -- chapter 88 Forecasting the Future -- chapter 89 Project Management for Organizational Consulting -- chapter 90 How to Give Meaningful Praise -- chapter 91 Managing the Older Worker -- chapter 92 Emotions and Consultancy -- chapter 93 Knowing and Surfacing Organizational Culture -- chapter 94 Cross-Culture Perspectives -- chapter 95 A Model for Negotiation -- chapter 96 Organizational Innovation as the Management of Interdependence in Networks -- chapter 97 Downsizing as Mode of Organizational Change -- chapter 98 Ethical Issues in Organizational Consultation -- chapter 99 Essential Competencies for Internal and External OD Consultants -- chapter 100 Organizing in the Knowledge Age -- chapter 101 An Intersection -- chapter 102 A Typology of Change Programs -- chapter 103 Group Support Systems -- chapter 104 Privacy -- chapter 105 Organizational Change as Applied Art -- chapter 106 Process Consulting Guidelines for Development Assistance, With Case Study -- chapter 107 Techniques for the Management of Organizational Change -- chapter 108 The Production of Usable Knowledge -- chapter 109 Process Consulting in a Content Field -- chapter 110 A Burnout Workshop -- chapter 111 Burnout in Organizational Consultation -- chapter 112 Managing Organizational Change -- chapter 113 Employee Assistance Programs and Workplace Consultation -- chapter 114 Tailored Management Development as a Vehicle for Strategy Implementation -- chapter 115 Models of Consultation -- chapter 116 Time Management Hints -- chapter 117 Creating the Learning Organization -- chapter 118 Creating Work Cultures With Competitive Advantage -- chapter 119 Essential Differences Between Traditional Approaches to Consulting and a Collaborative Approach -- chapter 120 Self-Awareness -- chapter 121 Values, People, and Organizations -- chapter 122 Defective Group Decisions -- chapter 123 Roles in Group Development -- chapter 124 Strategic Planning -- chapter 125 Culture-Focused T Group -- chapter 126 Consulting as Empowerment -- chapter 127 Critical Factors in Team Success -- chapter 128 Rethinking Organization Development for the learning Organization -- chapter 129 Developing Effective Community Groups -- chapter 130 Using Success as a Framework for Community-Based Needs Assessment.

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