An Evolving Paradigm
Integrative Perspectives on Organizational Development, Change, Strategic Management, and Ethics
A volume in the series: Research in Management Consulting. Editor(s): Anthony F. Buono, Bentley College.
In Press 2012
An Evolving Paradigm: An Evolving Paradigm: Integrative Perspectives on Orgainizational Design, Change, Strategic Management, and Ethics—was prepared specifically for Benedictine University’s doctoral program in organization development (OD). In addressing the myriad strategic considerations that underlie intervening in organizations, questions of posturing, image management, and ethics raise significant challenges for how we think about our role as change agents and the unique set of responsibilities that we assume in that role. An earlier volume in the Research in Management Consulting series, -- Emerging Trends in Management Consulting -- focused on the Janus-faced nature of management consulting. Janus, the Roman god of doorways and gateways, looking backwards and forwards with contrasting perspectives—beginnings and endings, comedy and tragedy, good and evil — is a useful analogy to capture the multidimensional nature—positive and negative—of the consulting realm. For all the challenges and shortcomings the field of OD and change might encompass, there are also those magical moments when our interventions succeed, when our efforts truly enhance organizational performance, and when organizational members grow, develop, and become more satisfied with their roles and activities. The reality is that the latter demands our conscious attention, commitment, and, to some degree, sacrifice. When we are less thoughtful than we should be, when we are distracted by other commitments and obligations, or when we find ourselves in situations where we are less than prepared is when Janus’ other face materializes. The volume explores the possibilities and challenges inherent in OD intervention and change initiatives.
CONTENTS
Introduction, Anthony F. Buono. PART I: ENHANCING ORGANIZATIONS: CONSTRUCTIVE INTERVENTION OR IMAGE MANAGEMENT? Transforming Consulting Knowledge Into Business Fads, Bertrand Venard (Originally Chapter 9 in Current Trends in Management Consulting, 2001, pp. 171-188). Management Fashion as Collective Action: The Production of Management Best-Sellers, Timothy Clark (Originally Chapter 1 in Creative Consulting: Innovative Perspectives on Management Consulting, 2004, pp. 3-25) Selling Professionalism? Image Making in the Management Consulting Industry, Jacqueline Kam (Originally Chapter 3 in Creative Consulting: Innovative Perspectives on Management Consulting, 2004, pp. 51-72). PART II: INTERVENTION CHALLENGES. Predicting and Enhancing Client Success, James Ross Warren (Originally Chapter 15 in Creative Consulting: Innovative Perspectives on Management Consulting, 2004, pp. 345-372). The Fallacy of Simplistic Notions of the Transfer of “Best Practice,” Sue Newell (Originally Chapter 3 in Challenges and Issues in Knowledge Management, 2005, pp. 51-68). Toxic Downsizing Inc.: Deconstructing a Dysfunctional Consultation, Alan Goldman (Originally Chapter 11 in Emerging Trends and Issues in Management Consulting: Consulting as a Janus-Faced Reality, 2009, pp. 255-268). Speculation on the Process and Practice of Organization Development in Hostile Environments Thomas Head, Peter Sorensen and Therese Yaeger (Originally Chapter 7 in The Changing Paradigm of Consulting: Adjusting to the Fast-Paced World, 2011, pp. 139-154). PART III: AN INTEGRATIVE PERSPECTIVE. Inside the Client-Consultant Relationship: Consulting as a Complex Process of Relating, Stephen Billing (Originally Chapter 2 in Client-Consultant Collaboration: Coping with Complexity and Change, 2009, pp. 29-45). Sharing Across Boundaries: The Dual Role of Being Both a Consultant and a Client, Susan Sweem (Originally Chapter 7 in Client-Consultant Collaboration: Coping with Complexity and Change, 2009, pp. 127-141). Intervention and Organizational Change: Building Organizational Change Capacity, Kenneth W. Kerber and Anthony F. Buono (Originally Chapter 5 in Consultation for Organizational Change, 2010, pp. 81-112). Consulting Processes for Organization Change: A Belief System, Situation Centered, Sensemaking Perspective, Craig Lundberg (Originally Chapter 10 in Consultation for Organizational Change, 2010, pp. 209-232). About the Editor.
RELATED CATEGORIES
> BUSINESS & ECONOMICS: Management
> BUSINESS & ECONOMICS: Consulting
> BUSINESS & ECONOMICS: Organizational Development
MORE TITLES IN THIS SERIES
Challenges and Issues in Knowledge Management
Creative Consulting: Innovative Perspective on Management Consulting
Current Trends in Management Consulting
Developing Knowledge and Value in Management Consulting
Enhancing Inter-Firm Networks & Interorganizational Strategies
Socio-Economic Intervention in Organizations: The Intervener-Researcher and the SEAM Approach to Organizational Analysis
Mastering Hidden Costs and Socio-Economic Performance
Board Members and Management Consultants: Redefining the Boundaries of Consulting and Corporate Governance
Emerging Trends and Issues in Management Consulting: Consulting as a Janus-Faced Reality
Client-Consultant Collaboration: Coping with Complexity and Change
Work and People: An Economic Evaluation of Job Enrichment
Consultation for Organizational Change
The Changing Paradigm of Consulting: Adjusting to the Fast-Paced World
The Qualimetrics Approach: Observing the Complex Object
Preparing Better Consultants
Facilitating Collaboration in Public Management
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