Process Consultation Its Role in Organization Development, Volume 1 (Prentice Hall Organizational Development Series)

by Schein, Edgar H.

• ISBN13: 9780201067361
• ISBN10: 0201067366
• Edition: 2nd
• Format: Paperback
• Copyright: 1988-01-01
• Publisher: FT Press
• More Book Details

Summary

A member of the PH OD Series! How can you influence a situation in the workplace without the direct use of power of formal authority? This book shows you how by presenting the core theoretical foundations and basic prescriptions for effective management.

Table of Contents

PART I PROCESS CONSULTATION DEFINED	1	(13)
What Is Process Consultation?	3	(10)
Models of Consultation	5	(6)
Process Consultation Defined	11	(2)
PART II HUMAN PROCESSES AND HOW TO INTERVENE IN THEM	13	(104)
Human Processes in Organizations: An Overview	15	(6)
Structure Versus Process: A Historical Note	16	(5)
Communication Processes	21	(19)
Who Communicates? How Often? For How Long?	22	(1)
Who Communicates to Whom?	23	(1)
Who Talks After Whom? Who Interrupts Whom?	24	(3)
Communication Style	27	(1)
Gestural Communication (Kinesics)	27	(2)
Levels of Communication	29	(6)
Filtering	35	(3)
Summary	38	(2)
The Process of Building and Maintaining a Group	40	(20)
Problems in Entering a New Group; Self-Oriented Behavior	41	(8)
Task and Group-Maintenance Functions	49	(10)
Summary	59	(1)
Group Problem Solving and Decision Making	60	(16)
Problem Solving	60	(9)
Group Decision Making	69	(5)
A Final Thought	74	(1)
Summary	75	(1)
Group Growth and Development: Norms and Culture	76	(8)
Group Growth	80	(3)
Summary	83	(1)
Leading and Influencing	84	(10)
Sources of Power or Bases of Legitimacy	88	(1)
Leadership and Decision-Making Style	89	(4)
Summary	93	(1)
Appraising Performance and Giving Feedback	94	(12)
Why Are People and Their Performance Appraised?	94	(1)
What Is Appraisal?	95	(1)
What Is Appraised?	96	(1)
Giving and Receiving Performance Feedback	97	(2)
Giving Feedback: Problems, Pitfalls, and Guidelines	99	(6)
Process Consultation as Feedback Management	105	(1)
Intergroup Processes	106	(11)
Studying Intergroup Processes	107	(7)
Other Organizational Processes	114	(1)
Summary	114	(3)
PART III THE CONSULTING PROCESS IN ACTION	117	(78)
Establishing Contact and Defining a Relationship	119	(12)
Initial Contact with the Client	119	(3)
The Exploratory Meeting	122	(4)
The Psychological Contract	126	(4)
Summary	130	(1)
Setting and Methods of Work	131	(10)
The Setting	131	(2)
Method of Work	133	(7)
Summary	140	(1)
Diagnostic Interventions	141	(7)
Gathering Data Through Diagnostic Interventions	141	(6)
Summary	147	(1)
Influencing Process Through Confrontive Interventions: Agenda Management	148	(11)
Deliberately Altering Process Through Confrontive Intervention	148	(1)
Agenda-Managing Interventions	149	(9)
Summary and Analysis	158	(1)
Confronting Through the Use of Feedback	159	(8)
Feedback of Observations or Other Data to Groups	159	(4)
Feedback to Individuals	163	(2)
Summary	165	(2)
Coaching, Counseling, and Structural Suggestions	167	(10)
Coaching or Counseling	167	(5)
Structural Suggestions	172	(3)
Summary	175	(2)
Evaluation of Results and Disengagement	177	(13)
Values to Be Changed Through Process Consultation	178	(2)
Skills to Be Learned	180	(5)
Conclusion	185	(1)
Disengagement: Reducing Involvement with the Client System	185	(3)
Summary	188	(2)
Process Consultation in Perspective	190	(5)
Why Process Consultation?	190	(2)
Does Process Consultation Have Analogues?	192	(3)
Appendix A Memo I Some Comments on Internal Auditing and Control Programs	195	(3)
Appendix B Memo II Organization	198	(2)
Appendix C Memo III Erosion of Rationality: One Hazard of Internal Competition on Product Planning	200	(3)
References	203