By Clare Huffington
A realistic consultant to the necessities of organisational swap with no fending off the tricky factor of guiding humans during the strategy of transition.
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Additional info for A Manual of Organizational Development: Psychology of Change
T h e y e x p e c t the c o n s u l t a n t to p i n p o i n t the c a u s e of a n y p r o b l e m s a n d p r e s c r i b e r e m e d i e s . I t i s m o s t s u c c e s s f u l if: • the c l i e n t h a s c o r r e c t l y i n t e r p r e t e d the "symptoms" • the c o n s u l t a n t c o r r e c t l y d i a g n o s e s the p r o b l e m a n d pre scribes appropriate solutions • t h e c l i e n t a c c e p t s the p r e s c r i p t i o n a n d w i l l d o w h a t consultant the recommends.
It is thought likely that other professional groups in the department feel the same and that the sense of wholeness of the work is felt only by the manager. In the light of these conclusions, it is agreed to hold a series of department development seminars for all the staff to explore their understanding of and connection to the enterprise of the department—and subsequently how best to organize and improve the working environment for all staff members to facilitate their collaborative effort. Schein suggests that consultants s h o u l d a l w a y s start i n the process c o n s u l t a n c y mode, so that clients continue to o w n their o w n problems, even if, later on, it becomes appropriate to offer expert solutions.
Work and rewards are organized to m a i n t a i n these. g. t h e l o w e r - p a i d s u p e r v i s o r ' s w o r k is n o less v a l u e d t h a n the h i g h e r paid manager's work. Reality T h e r e i s a n " a c t i o n r e s e a r c h " m o d e of b e h a v i o u r . T h e o r g a n i zation sees itself a s a l w a y s " i n process"—needing to have m e c h a n i s m s for c o l l e c t i n g i n f o r m a t i o n o n t h e state o f t h i n g s a n d consciously p l a n n i n g improvements.