About the Authors |
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ix | |
Editors' Foreword |
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xi | |
Preface |
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xiii | |
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Organizational consultation in a systemic perspective |
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1 | (16) |
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When consultation is considered |
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3 | (14) |
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Organizational consultation and learning |
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17 | (22) |
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Learning in Organizations |
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17 | (5) |
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Stages in the collective learning process |
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22 | (7) |
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Consultation as the staging of collective learning processes |
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29 | (6) |
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Methodological considerations and the collective learning process |
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35 | (4) |
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``Assess our manager and expose his shortcomings'': A consultation in a private company |
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39 | (34) |
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40 | (21) |
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A systemic model of learning |
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61 | (3) |
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The consultant's final reflections |
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64 | (1) |
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Putting systemic concepts into practice |
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65 | (8) |
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``Free us from the past!'': a consultation in a municipality |
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73 | (28) |
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74 | (20) |
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Turning systemic ideas into practice |
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94 | (7) |
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Key concepts in systemic thinking |
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101 | (38) |
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First-and second-order cybernetics |
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101 | (3) |
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The linear and the circular line of thinking |
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104 | (6) |
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From neutrality to irreverence |
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110 | (5) |
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115 | (8) |
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123 | (5) |
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128 | (11) |
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The consultant's cognitive processes in practice: When two consultants work together |
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139 | (18) |
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How I learned to be an organizational consultant |
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139 | (2) |
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Cooperating with other consultants: Similarities and discrepancies |
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141 | (4) |
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Cooperating with internal consultants |
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145 | (6) |
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The consultant's own learning: the qualitative leap |
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151 | (6) |
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The consultant's cognitive processes in practice: receiving supervision |
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157 | (14) |
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How I learned to be an organizational consultant |
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157 | (4) |
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161 | (8) |
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Receiving supervision and the individual learning spiral |
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169 | (2) |
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171 | (6) |
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Consultation work requires personal development |
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171 | (2) |
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Consultation work is a learning process in itself |
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173 | (1) |
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The end of the information society? |
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173 | (2) |
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Future leaders have to be experts at learning processes |
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175 | (2) |
References and Bibliography |
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177 | (6) |
Index |
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183 | |