Process Consulting How to Launch, Implement, and Conclude Successful Consulting Projects

ISBN-10: 0787955124
ISBN-13: 9780787955120
Edition: 2002
Authors: Alan Weiss
List price: $55.00
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Description: This resource focuses exclusively on the implementation of consulting methodology. It has a simple, accessible, and fast approach to every consulting intervention, and addresses core issues on how to work with clients.

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Book details

List price: $55.00
Copyright year: 2002
Publisher: John Wiley & Sons, Incorporated
Publication date: 8/26/2002
Binding: Hardcover
Pages: 208
Size: 7.25" wide x 9.25" long x 0.75" tall
Weight: 1.386
Language: English

This resource focuses exclusively on the implementation of consulting methodology. It has a simple, accessible, and fast approach to every consulting intervention, and addresses core issues on how to work with clients.

Alan Weiss, Ph.D., is president of Summit Consulting Group, former vice president of the international training firm Kepner-Tregoe, and a star on the speakers circuit. He is the author of more than 400 articles and ten books, which include Best Laid Plans, Money Talks, Our Emperors Have No Clothes, and Million-Dollar Consulting. Dr. Weiss resides in East Greenwich, Rhode Island.

Introduction
Acknowledgments
Conditions for a Successful Intervention: Stacking the Deck in Consulting Is Not Cheating
Educating the Buyer
Meeting Key Players
Avoiding Environmental and Political Land Mines
Wading Right In: Ten Steps to Launch
Final Thought
Gathering Intelligence: Strategy: Ensuring That Data Does Not Equal Intelligence
Challenging Basic Premises
Ensuring Alternative Sources of Information
Avoiding Intimidation--Yours and Theirs
Walking the Confidentiality Tightrope
Final Thought
Gathering Intelligence: Tactics: Ensuring That Information Does Not Equal Intelligence
How to Focus a Focus Group
The Balance Sheet on Focus Groups
How to Conduct an Interview
How to Create and Implement Surveys
Staffing a "Hot Line"
How to Observe (and See What Others Don't)
Final Thought
Coaching Key People: Coaches Offer Candid Advice, Not Cockeyed Certifications
Observational Coaching
Establishing the Rules of Engagement
Providing Effective Feedback
When More Than One Coach Is Required
The Illness Called "Depression"
Final Thought
Culture Change and Change Management: You Are Not the Change Agent, No Matter What They're Paying You
The Elements of "Culture"
Creating Exemplars and Avatars
Reinforcing Change
The Real Change Agents at Work
Overcoming Resistance
Final Thought
An Interlude: Managing Misfortune: If You Can't Stand the Chaos, Get Out of the Maelstrom
Scope Creep Denied
Two Lines of Defense
Unforeseen Dramatic Events
Sabotage
Ugh! Failure!!
Final Thought
Learning Lessons: Creating Dynamic Instruction
Learning Objectives as Outcomes
The Adult Learning Sequence
Embracing the Boss
True Metrics (and There Ain't Four Levels)
Final Thought
Developing Client Strategy: If One Has No Port in Mind, No Wind Is a Good Wind
The Fallacy of Planning
The Notion of Motive Force
The Huge Advantage of Optional Futures
Strategic Profiling
The Transition to Implementation
Final Thought
Creating Change: Is Change Management an Oxymoron?
Creating and Applying Implementation Models
Establishing Accountabilities
Change as Reaction
Sticking to the Buyer Like Glue
Overcoming the Tough Resistance Factors
Exploiting Opportunity, or How to Create Reverse Scope Creep
Some Thoughts on Team Building
Final Thought
Improving Leadership: The Power Is in the Engine Room, but the Wheel Is on the Bridge
Emphasizing Range, Not Style
Crisis Management: The Extraordinary
Tough Love vs. "Not on My Watch"
Post-Heroic Leadership as a Consulting Objective
Final Thought
Sample Process Visuals
Annotated Bibliography
Index

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