Organizations Connected: A Handbook of Systemic Consultation [NOOK Book]

Overview

In this book, each contributor describes the way they use the systemic model in their consultancy practice. Their key ideas are illustrated via a case example (or examples), where possible including detailed accounts of the exercises and techniques they use inspired by systemic thinking. They conclude with a evaluation of the work, pinpointing its strengths and weaknesses and what the contributor learned from it as well as how it might be developed or applied in other ...
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Organizations Connected: A Handbook of Systemic Consultation

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Overview

In this book, each contributor describes the way they use the systemic model in their consultancy practice. Their key ideas are illustrated via a case example (or examples), where possible including detailed accounts of the exercises and techniques they use inspired by systemic thinking. They conclude with a evaluation of the work, pinpointing its strengths and weaknesses and what the contributor learned from it as well as how it might be developed or applied in other situations.
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Product Details

Meet the Author

David Campbell was a consultant clinical psychologist based at the Tavistock Clinic in London. In addition to a clinical practice, he developed training courses in supervision, professional doctorate research, and Master's-level family therapy training. He established a long-standing international practice as a management and leadership trainer and organizational consultant.
Clare Huffington is a freelance organizational consultant and executive coach and was, until early 2007, the Director of the Tavistock Consultancy Service in London. She is a clinical psychologist and worked as an educational psychologist, university lecturer, and family therapist before beginning to work with larger systems as an organizational consultant.
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Table of Contents

Series Editors' Foreword vii

About the Editors and Contributors ix

Introduction: Six stages of systemic consultation David Campbell Clare Huffington 1

Chapter 1 The system in the room: the extent to which coaching can change the organization Clare Huffington 15

Chapter 2 The collapsed-chair consultation: making moments of significance work Christine Oliver 39

Chapter 3 Leadership development and "close learning": reducing the transfer gap Keith Kinsella 59

Chapter 4 Locating conflict in team consultations David Campbell 79

Chapter 5 The power of keeping it simple Marianne Gronbaek 99

Chapter 6 Surviving the task of management Rita Harris 127

Chapter 7 Asymmetric leadership: supporting a CEO's response to turbulence Philip Boxer Carole Eigen 151

Chapter 8 Democratizing strategy: towards distributed leadership Simon Western 173

Chapter 9 Coaching lawyers to lead Georgina Noakes Myrna Gower 197

Final thoughts David Campbell Clare Huffington 219

References 221

Index 231

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