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Humble consulting : how to provide real help faster /
Organizations face problems today that are too messy and complicated for consultants to simply play doctor: run a few tests, offer a neat diagnosis of the "problem," and recommend a solution. With the pace of change accelerating and globalization and specialization adding new layers of com...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Oakland, CA :
Berrett-Koehler Publishers, Inc.,
[2016]
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| Edición: | First edition. |
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- I am the consultant, and I don't know what to do!: Case 1. Culture change in Beta Power Company
- What is new in humble consulting?
- The need for a trusting and open level two relationship: Case 1. good intensions, not much help : the engineering interviews ; Case 2. Adventures with Digital Equipment Corporation ; Case 2. Implementing a new IT technology in bank operations
- Humble consulting begins with the first conversation: Case 5. Reframing whether to develop a culture analysis template ; Case 6. Creating a client through a process suggestion: Alpha Power Company ; Case 7. Mass Audubon Board Task Force: a personalization success ; Case 8. The Cambridge-at-Home Committee: a personalization failure
- Personalization : enhancing the level two relationship: Case 9. Helping to personalize teaching at MIT ; Case 10. Levels of involvement with Ciba-Geigy ; Case 11. The executive coaching dilemma: who is the client? ; Case 12. An unfortunate personalization mistake
- The humble consulting focus on process; Case 13. A question that restructured Alcoa Australia ; Case 14. The team-building retreat in the Quincy Plant of Proctor & Gamble ; Case 15. Abandoning building a team culture in a sales organization ; Case 16. Successfully reducing engineering turnover in the General Electric Lynn Plant ; Case 17. How to assess and "evaluate" culture in a sales organization ; Case 18. Successfully reducing headquarters: field problems in the Internal Revenue Service
- The new kinds of adaptive moves: Case 19. Safety issues in Alpha Power ; Case 20. Reducing the number of deaths in the US Forest Service ; Case 21. Helping INPO provide better help in working with nuclear plants ; Case 22. Successful and failed adaptive moves: DEC's strategy revisited ; Case 23. Creating a different kind of conversation in Saab Combitech ; Case 24. The use of dialogue in Shell's Exploration and Production Division ; Case 25. The Ad Hoc Lunch Group in the Academic Medical Center
- Concluding comments: some final thoughts on how to be really helpful.