Flawless Consulting A Guide to Getting Your Expertise Used

ISBN-10: 0893840521
ISBN-13: 9780893840525
Edition: 1987
List price: $42.00
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Description: Focus on what makes for successful consulting with this practical, how-to-do-it guidebook. It applies to anyone who does consulting, even if you don2t call yourself a consultant. Author Peter Block describes it this way: "You are consulting any time  More...

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Book details

List price: $42.00
Copyright year: 1987
Publisher: John Wiley & Sons, Incorporated
Publication date: 1/14/1987
Binding: Hardcover
Pages: 215
Size: 8.25" wide x 9.50" long x 0.75" tall
Weight: 1.540
Language: English

Focus on what makes for successful consulting with this practical, how-to-do-it guidebook. It applies to anyone who does consulting, even if you don2t call yourself a consultant. Author Peter Block describes it this way: "You are consulting any time you are trying to change or improve a situation but have no direct control over the implementation." Flawless Consulting delves into the science of effective consulting . . . whether on a formal client basis or working as an employee within a multilayered company. Through the use of illustrative examples, case studies, and exercises, Block details the behaviors behind interpersonal dynamics and error-free consulting. Using the techniques in this book, you will learn how to: Encourage the demand for your expertise Ensure that your recommendations are implemented more frequently Develop a partnership role with clients Avoid no-win consulting situations Increase the leverage you have with your clients Establish more trusting relationships with clients Outmaneuver the obstacles that stand in your way. Here is a tactical plan of action for every consultant who2s been stymied by limited authority to implement plans or overruled by people who think they know better. Written by a management and consulting professional with more than 15 years of experience helping others work better together, this book offers sage advice on what to say and what to do in specific situations in order to see your recommendations through. Read it, practice it, and you2ll get the respect -- and results -- you deserve.

He is a Fellow in Media Management at the University of Hertfordshire Business School, Global CBT production manager for Management Consultancy Service for PricewaterhouseCoopers and former Multimedia consultant to Shell International.

Preface to the Second Edition
Preface to the First Edition
Acknowledgments
A Consultant by Any Other Name ...
Some Definitions and Distinctions
Consulting Skills Preview
The Promise of Flawless Consultation
Techniques Are Not Enough
Beyond Substance
The Consultant's Assumptions
The Consultant's Goals
Developing Client Commitment--A Secondary Goal of Each Consulting Act
Roles Consultants Choose
Collaboration and the Fear of Holding Hands
Staging the Client's Involvement--Step by Step
Assessing the Balance of Responsibility
Flawless Consulting
Being Authentic
Completing the Requirements of Each Phase
Results
Contracting Overview
Contracting--The Concept and the Skill
Contracting Skills
Elements of a Contract
Analyzing One of Your Contracts
Ground Rules for Contracting
The Contracting Meeting
Who Is the Client?
Navigating the Contracting Meeting
The Problem with Saying No
Planning a Contracting Meeting
Selling Your Services--Good Selling Is Good Contracting
The Meeting As a Model of How You Work
Closing the Contracting Meeting
After the Contracting Meeting
Reviewing the Contracting Meeting
The Agonies of Contracting
Dealing with Low Motivation
Ceaseless Negotiation--The Shifting Tide of Your Role
Some Other Specific Agonies
The Bonner Case
A Look into the Bonner Case
The Internal Consultant
Important Differences Between Internal and External Consultants
Triangles and Rectangles
Understanding Resistance
The Faces of Resistance
What Are Clients Resisting When They Are Resisting Us?
Underlying Concerns
Sometimes It Is Not Resistance
The Fear and the Wish
Ogres and Angels
... and Heroics
Dealing with Resistance
Three Steps
Don't Take It Personally
Good Faith Responses
Consulting with a Stone
From Diagnosis to Discovery
The Call to Action
Juggling the Presenting Problem
How the Problem Is Being Managed
A Reminder
Getting the Data
The Steps in Getting Data
Assessing How the Problem Is Being Managed
The Data Collection Interview
A Final Comment on What to Look For
Planning a Data Collection Meeting
Reviewing the Data Collection Meeting
Whole-System Discovery
Third-Party Consulting
Taking a Whole-System Approach
Putting Whole-System Discovery to Work
The Payoff
Preparing for Feedback
A Clear Picture May Be Enough
Some Do's and Don'ts
Language in Giving Feedback
A Preview of the Feedback Meeting ... As Courtroom Drama
Support and Confrontation
Managing the Feedback Meeting
Feedback Concepts and Skills
How to Present Data
Structuring the Meeting
The Feedback Meeting--Step by Step
Resistance in the Feedback Meeting
Planning a Feedback Meeting
Conducting a Group Feedback Meeting
Reviewing the Feedback Meeting
Feedback Skills Summary
Implementation
Choosing Engagement over Installation
Deciding Doesn't Get It Done
The Case Against Installation
Betting on Engagement
A Reminder
Strategies for Engagement
Feelings Are Facts
Supporting the Emotional Side
The Meeting Is the Message
Innovative Engagement in Five Easy Pieces
The Choice for Accountability
Some Tools for Engagement
Methods You Can Really Use
Preparing for Implementation
Mixing Metaphor and Methodology
Reviewing an Implementation Effort
Ethics and the Shadow Side of Consulting
The Promise
The Commercialization of Service
Growth Diminishes Can Undermine Service
Seller Beware
Owning the Shadow--Thoughts on What to Do
The Heart of the Matter
Choosing Learning over Teaching
The Struggle Is the Solution
Insight Resides in Moments of Tension
Capacities Bear More Fruit Than Deficiencies
We Are Responsible for One Another's Learning
Culture Changes in the Moment
If Change Is So Wonderful, Why Don't You Go First?
The Final Question Is One of Faith
Another Checklist You Can Use
To Get an Overview
Before You Negotiate Your Next Contract, Remember ...
Before You Go into the Data Collection and Discovery Phase of Your Next Project, Remember ...
Before You Go into the Feedback Phase of Your Next Project, Remember ...
When You Encounter Resistance, Remember ...
Before You Go into the Implementation Phase of Your Next Project, Remember ...
To Create an Ethical Practice, Remember ...
Suggestions for Further Reading
About the Author

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