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Process Consultation: Its Role in Organization Development, Volume 1 (Prentice Hall Organizational Development Series) (2nd Edition) Paperback – January 11, 1988

12 customer reviews
ISBN-13: 978-0201067361 ISBN-10: 0201067366 Edition: 2nd

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Process Consultation: Its Role in Organization Development, Volume 1 (Prentice Hall Organizational Development Series) (2nd Edition) + Organization Development: A Process of Learning and Changing, 2nd Edition + Feedback and Organization Development: Using Data-Based Methods (Prentice Hall Organizational Development Series)
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Product Details

  • Paperback: 204 pages
  • Publisher: FT Press; 2 edition (January 11, 1988)
  • Language: English
  • ISBN-10: 0201067366
  • ISBN-13: 978-0201067361
  • Product Dimensions: 5.3 x 0.6 x 8.1 inches
  • Shipping Weight: 8.8 ounces (View shipping rates and policies)
  • Average Customer Review: 4.9 out of 5 stars  See all reviews (12 customer reviews)
  • Amazon Best Sellers Rank: #234,348 in Books (See Top 100 in Books)

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30 of 31 people found the following review helpful By Andrew A. Hoover on June 20, 2003
Format: Paperback
In this second volume, Schein builds on Volume I by dissecting the nature of process and change in lieu of the specific group processes that make or break effective group work. Likewise, in this volume, he brings the concept of process consultation home, so to speak, to help managers and leaders understand themselves and their organizations as a consultant might understand them.
Given that process consultation assumes that organizational leaders know their organizations best and are the most appropriate and capable managers of change, it makes sense that organizational leaders understand group processes. Schein emphasizes that diagnosing an organization's problems is intervening to fix them. He provides explanations of the circumstances when process consultation is most necessary. He advises leaders that more time must be spent intervening on how things get done than on what actually needs to get done. "An effective manager must be able to create situations that will ensure that good decisions are made, without making those decisions himself and without even knowing ahead of time what he might do if he had to make the decision alone." (p.39)
Schein provides a useful model for differentiating between the content, process, and structure of organizational challenges and the task and interpersonal aspects of those challenges. He advises that process should always be favored over content; that task aspects should always be favored over the interpersonal; and that structure, while potentially the most transformative element of change, is the most difficult area to address, because people will resist tampering with the comfort structure provides. He also provides explanations on the essential challenges relevant to content and process that every group must face.
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21 of 23 people found the following review helpful By Gautam Ghosh on January 27, 2003
Format: Paperback
If you are interested in this high challenging and highly satisfying skill of becoming a process consultant, read this book, by one of the biggest names in the PC universe...Edgar Schien. This book is a classic and all OD consultants should read it !
Process Consulting is not the typical consulting intervention where 20 somethings come into your organization, do a survey and hand over a thick report after collecting $ per hour !!
Process Consulting is both an art and craft performed by people who intervene in organization systems that are seen as 'human systems' and are sensitive in not inducing 'dependency' of the client. The delicate art is to intervene at the process level rather than the content level and extricate without creating much ripples. Most known consulting deals with 'content' consulting and therefore has more measurale outcomes than the supposedly soft process consulting.
Process consulting is truly empowering and the consultant is a traveller in the process of discovery with the client, constantly asking questions.
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21 of 25 people found the following review helpful By Greg Schaller on April 5, 2000
Format: Paperback
Schein sees the vital importance balancing the clients tasks and relationships in the work place. Helping clients see the vital importance of thier teams interpersonal relationships can leads to efficient task performance. And Schein in Process Consultation offers priceless insight into consulting clients so effective performance results through the unitied efforts of people and teams. The charts on problem solving and rating group effectiveness are worth the price alone. A must have for leaders and consultants.
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10 of 12 people found the following review helpful By Gerard Kroese on May 17, 2005
Format: Paperback
Edgar H. Schein is Professor of Management Emeritus in the Sloan School of Management at the Massachusetts Institute of Technology. He is a real academic heavyweight having written numerous books, articles and papers. In 1969 he published 'Process Consultation: Its Role in Organizational Development', of which he states that he "was writing more in anger than with perspective". In this follow-up book he tried to explain and clarify the concept of consultation and helping which was outlined in the first volume. "The goals of this new book, then, are (1) to reaffirm the concept of process consultation as a viable model of how to work with human systems, (2) to clarify the concept were needed, and (3) to introduce some modifications and new ideas that elaborate on the original ideas."

The book is split up in 3 parts. In Part I - Introduction and Overview, which consists of three chapters, Schein introduces the common grounds of managers and consultants (which is the helping orientation), process consultation, and "the process" itself. He introduces a definition of process consultation which "is a set of activities on the part of the consultant that help the client to perceive, understand, and act upon the process events that occur in the client's environment." Whereby he emphasizes that the concept of process central is to understanding consultation and management. "Process refers to how things are done rather than what is done." He continues, "Process is everywhere. In order to help, intervene, and facilitate human problem solving, one must focus on communication and interpersonal processes.
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Process Consultation: Its Role in Organization Development, Volume 1 (Prentice Hall Organizational Development Series) (2nd Edition)
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