The Changing Paradigm of Consulting : Adjusting to the Fast-Paced World.
- 1st ed.
- 1 online resource (464 pages)
- Research in Management Consulting Series .
- Research in Management Consulting Series .
Front Cover -- The Changing Paradigm of Consulting -- Adjusting to the Fast-Paced World -- A volume in Research in Management Consulting -- Series Editor: Anthony F. Buono, Bentley University -- CONTENTS -- Part I: The ParadigM shift in consulting -- 1. Delineating the Paradigm Shift -- 2. Expert Versus Process Consulting: Changing Paradigms in Management Consulting in Germany -- 3. Complementary Consulting: The Only Real Option for Managers -- 4. Changing the Paradigm of Crisis Management: How to Put OD in the Process -- Part II: consulting in a global context -- 5. Strategy Work in an International Setting -- 6. Organizational Development Across Borders and Cultures: A Solution-Oriented Systemic OD-Approach -- 7. Speculation on the Process and Practice of Organization Development in Hostile Environments -- Part iiI: collaboration, cooperation, and networks in consulting -- 8. Toward a Multidimensional View on Collaborative Processes: A Case Study of an International Alliance Formation -- 9. Beyond the Organizational Focus: Network Consulting in Regional Clusters -- 10. Focusing the Network Business Case: Making Use of Teamwork-Key Issues in Collaborative Systems and Consulting Networks -- 11. Consulting Interorganizational Relations: Collaboration, Organization Development, and Effectiveness in the Public Sector -- Part iv: in search of professionalism in management consulting -- 12. Critically Exploring Business Engagement in Academia: The Case of the U.K. Consulting Industry -- 13. Challenging Universal Criteria in Management Consulting: When Practices Meet Prescriptions -- 14. Developing Expertise and Social Standing in Professional Consulting -- 15. Acting as a Long-Term Consultant: Challenges for Professional Practice -- Part v: NEW APPROACHES TO MANAGEMENT CONSULTING: fRAMEWORKS, TOOLS, AND INSTRUMENTS. 16. Solution-Preventing Tools Versus Solution-Supporting Tools -- 17. Maturity Grids as Tools for Change Management: Practitioner Guidance Through Field Experience -- 18. Consulting by Expertise in Organization Science: A Special Use of OD Know-How for Transorganizational Collaboration Systems in Public Services -- 19. Management Consultant Interaction With Private Equity: The Impact on Growth Development Patterns in Southeastern Europe -- Research in Management Consulting -- The Changing Paradigm of Consulting -- Adjusting to the Fast-Paced World -- edited by -- Anthony F. Buono Bentley University -- Ralph Grossmann University of Klagenfurt, Austria -- Hubert Lobnig Lemon Consulting -- and -- Kurt Mayer M/O/T School of Management, Organizational Development and Technology, Austria -- Information Age Publishing, Inc. -- Charlotte, North Carolina www.infoagepub.com -- Introduction -- Anthony F. Buono -- THE CHANGING PARADIGM OF CONSULTING -- The Paradigm Shift in Consulting -- Consulting in a Global Context -- Collaboration, Cooperation, and Networks in Consulting -- In Search of Professionalism in Management Consulting -- New Approaches to Management Consulting: Frameworks, Tools and Instruments -- ADJUSTING TO THE FAST-PACED WORLD -- REFERENCES -- PART I -- The ParadigM shift in consulting -- Table 1.1 Dimensions of Consulting Services -- Figure 1. 1. A portfolio of organizational consultancy. -- Delineating the Paradigm Shift -- Ralph Grossmann -- EXPERT VERSUS PROCESS CONSULTING APPROACHES -- Offering Know-How and Expertise Versus Facilitating the Process -- Introducing Expert-Based External Solutions Versus Developing Options With the System -- Diagnosing Problems Versus Supporting the Development and Implementation of Solutions -- Consulting the Management Versus Consulting the Whole System. Performing Change as a Rational Process Versus Offering Containment, Helping to Express Emotions -- Buying Consulting Services Versus Building Trusting Relationships -- Conceptualizing Organizations and the Concepts of Change -- Linear Systems Versus Self-Developing Systems -- Growing Complexity Requires Systemic Approaches -- Innovative Organizational Patterns -- Developing the Capability for Change and Organizational Capability -- A Portfolio of Organizational Consultancy -- Content -- Process: Communication Structures -- Containment -- Time/Rhythm -- CONCLUSION -- NOTE -- References -- CHAPTER 1 -- Figure 2. 1. Linear relation of environment and organization. -- Figure 2. 2. A circular relation of environment and organization. -- Table 2.1. Patterns of Strategy Development -- Expert Versus Process Consulting -- Changing Paradigms in Management Consulting in Germany1 -- Thomas Schumacher -- Organization: CONSULTING's blind spot? -- The Rationalistic Approach -- The Constructivist Paradigm -- Illustration: Organizational Patterns in Strategy Development and the Role of the Consultant -- The role of the consultant in the two paradigms -- "The Lives of Others": How One Consulting Paradigm Views the Other -- The Paradigms in Management Consulting -- The Role of Consulting in a Self-Organizing System -- Changing Client Expectations: Unwilling Consultants? -- Changing paradigms or paradigmatic change? -- Content and Process: Will They Truly Meet? -- Conclusion -- NOTES -- references -- CHAPTER 2 -- Table 2.2. Assumptions of Expert and Process Consulting -- Table 2.3. Characteristics of Expert and Process Consulting -- Figure 2. 3. Degree of expert and process orientation in different consulting. -- Figure 2. 3. Degree of expert and process orientation in different consulting. -- Figure 2. 6. The Tetralemma. Figure 2. 5. Process model for the concept of integrated consulting. -- Table 3.1. Interventions in Different Forms of Consulting -- Table 3.2. Integration-Complementarity in Managerial Decision-Making Processes -- Complementary Consulting -- The Only Real Option for Managers -- Othmar Sutrich and Martin Hillebrand -- SETTING THE SCENE FOR INTEGRATION AND COMPLEMENTARITY -- FIVE KEY ISSUES -- Managing Complexity: Problem or Solution? -- Organizational Awareness: A Strong Answer to Weak Signals -- The Current Crisis: A Strong Signal, Major Threat and Great Opportunity -- Handling Both the Threat and Opportunity in Risk -- Responsibility and Organizational Sustainability -- SEVEN PREMISES -- Premise 1: Complexity, Uncertainty, Risk, and the Speed of Change: Implications for New Forms of Decision Making and Consulting -- Premise 2: The Acceptance of Complementary Consulting -- Premise 3: Complementarity, Energy, and Complementary Consulting -- Premise 4: System Diagnosis -- Premise 5: Calculating More Quickly While Deciding More Slowly9 -- Premise 6: Linking Complementary Consulting With Decision Making and Organizational Learning -- Premise 7: Consulting as a Cooperative Process -- COMPLEMENTARY CONSULTING IN PRACTICE -- Case Study 1: Complementary Consulting as a Craft-Help in Times of Crisis -- Case Study 2: The Need for Compensation in Systemic Processes -- Leitmotifs in Complementary Consulting -- Compensation: Filling in the Know-How Gaps in the Client System -- Compensation in Practice -- Compensation and Decision Making -- 1. Managers can be shown (both on a personal and a role-based level) the most constructive way of complementing each other through their different styles of decision making (i.e., the way they prefer to handle decisions -- see Lanzenberger & -- Sutrich, 2. 2. The people in the many different kinds of teams that build bridges between individuals and organizations can develop greater awareness of and willingness to complement each other by providing different perspectives on the actual decision to be made. -- 3. On the organizational level, consultants with a systemic attitude can provide complementary know-how, for instance, linking operational short-term performance improvements with strategy and the long-term fostering and development of organizational... -- Attitude -- The Reality of Decision making in Organizations -- acknowledgment -- NOTES -- References -- CHAPTER 3 -- Figure 3. 1. The systemic loop (see Königswieser & -- Exner, 2002). -- Figure 3. 2. Decision process map. -- Figure 3. 3. Oscillating between traditional business consulting and systemic process consulting. -- Figure 3. 4. The Pentaeder model of the decision-making space in organizations. -- Figure 3. 5. The dimensions of compensation. -- Table 4.1. Diagnosis of Crisis Management Practices -- Changing the Paradigm of Crisis Management -- How to Put OD in the Process -- Carole Lalonde -- A DIAGNOSIS BASED ON FIVE CRISES -- Classification of the Material -- Research Questions -- 1. Do the crisis management approaches in the five cases reflect the guiding principles outlined in the literature in terms of planning and preparation, coordination, leadership, and the behavior of civil society? -- 2. What are the most common failings? -- 3. What type of contribution can OD make to enhance crisis management effectiveness and efficiency? -- RESULTS -- Planning/Preparedness -- Coordination -- Leadership -- Civil Society's Behavior -- Summary -- Conceptualizing an OD-BASED model for crisis management -- OD for crisis planning and preparedness -- OD for crisis coordination -- od for Crisis Leadership -- od for Civil Behavior in Face of Crises. Conclusion.