Consultation for Organizational Change

Edited by:
Anthony F. Buono, Bentley University
David W. Jamieson, Jamieson Consulting Group, Inc

A volume in the series: Research in Management Consulting. Editor(s): Anthony F. Buono, Bentley University.

Published 2010

This volume is a joint publication in the Research in Management Consulting and Contemporary Trends in Organizational Change and Development series. This dual focus reflects the reality that consulting for organizational change is a special type of management consultation, a complex field of endeavor that requires a broad range of skills and competencies. To be truly effective, change-related consulting requires a unique client-consultant relationship, a special set of consulting skills, an expertise in human and organizational systems, and significant personal qualities. It is in high demand in a world full of change. Yet, we still know relatively little theoretically about this type of consulting and have relatively little empirical evidence about what actually works and why.

As the contributors amply illustrate, the Organization Development (OD) field has a well developed set of frameworks, technologies, and models of change. Still we need to focus on and learn more about the role of the OD consultant as a special kind of change agent. A goal of this joint volume is to increase that specific body of knowledge and provide an illustration of much needed collaboration in bringing all possible resources to bear on our understanding of an increasingly critical and essential form of consulting.

CONTENTS
Introduction, Anthony F. Buono, David W. Jamieson, Peter Sorensen, and Therese Yaeger. PART I: FRAMING THE CHANGE CHALLENGE. Consulting for Change: Creating Value through Client-Consultant Engagement, David W. Jamieson and Terry R. Armstrong. Competencies of Management Consultants: A Research Study of Senior Management Consultants, Léon de Caluwé and Elsbeth Reitsma. Whole System Consulting, Michael D. Mitchell. Whole System Transformation: The Consultant’s Role in Creating Sustainable Results, John J. Scherer, Gina Lavery, Roland Sullivan, Ginger Whitson and Elizabeth Vales. PART II: CHANGE FRAMEWORKS AND PERSPECTIVES. Intervention and Organizational Change: Building Organizational Change Capacity, Kenneth W. Kerber and Anthony F. Buono. The Use of Metaphor in Consulting for Organizational Change, Deborah Colwill. Peer Consulting in the Not-for-Profit Sector, Dalitso S. Sulamoyo. From Therapist to Executive Coach: Insight, Intervention, and Organizational Change, Judith A. Gebhardt. Using English as a Foreign Language in International and Multicultural Consulting: Asset or Hindrance?, Kathrin Kordon. PART III: REFLECTIONS ON CONSULTING FOR CHANGE. Consulting Processes for Change: A Belief System, Situation Centered, Sensemaking Perspective, Craig C. Lundberg. Consulting in the Fast Lane, W. Warner Burke. Into the Rabbit Hole: Variation on Traditional Approaches to Diagnosis and Discovery, Dale Ainsworth. Forgetting to Put on New Skin: Enabling Healthy Closure, Judith R. Benson. Kurt Lewin’s Promise: Implications for Organization Change Consultancy, Kurt Motamedi. About the Authors.