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List of figures | |
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List of tables | |
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List of case studies | |
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Preface | |
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Acknowledgements | |
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List of abbreviations and acronyms | |
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Core concepts | |
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The nature of change | |
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The rate of change is not constant | |
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The punctuated equilibrium paradigm | |
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The gradualist paradigm | |
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The nature of change confronting most organisations | |
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The possibility of anticipating change | |
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A typology of organisational change | |
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Implications of different types of change for change management practice | |
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New patterns of change | |
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The impact of change on organisational members | |
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Conclusion | |
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Summary | |
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References | |
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Organisational effectiveness and the role of change management | |
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Assessing organisational effectiveness | |
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The assessment of effectiveness in your organisation | |
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Change agency and organisational effectiveness | |
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Voluntarism and change agency | |
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Beliefs about change agency | |
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Beliefs about change agency in your organisation | |
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Summary | |
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References | |
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Systems models and alignment | |
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Open-systems theory | |
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Contingency theories | |
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Alignment as a determinant of organisation effectiveness | |
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A congruence model of organisations | |
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The utility of the concept of alignment | |
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Summary | |
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References | |
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Organisational learning and organisational effectiveness | |
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The nature of strategy and strategic change management | |
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Organisational learning | |
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The role of knowledge transfer in organisational learning | |
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Impediments to organisational learning | |
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Summary | |
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References | |
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Process models of change | |
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The nature of change as a process | |
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Stages in the process of managing change | |
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Key steps in the change process | |
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Managing the people issues | |
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Summary | |
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References | |
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Recognising and diagnosing the need for change | |
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Recognising the need for change and starting the change process | |
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Recognising the need for change | |
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Translating recognition of need for change into desire for change | |
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Doing something about it: starting the change process | |
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Establishing a change relationship | |
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Summary | |
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References | |
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Diagnostic models | |
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The role of models in organisational diagnosis | |
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Using models for diagnosis | |
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Different models for organisational diagnosis | |
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Revising your personal model of organisational functioning | |
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Summary | |
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References | |
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Gathering and interpreting information for diagnosis | |
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Selecting a diagnostic model | |
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Clarifying information requirements | |
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Information gathering | |
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Analysis | |
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Interpretation | |
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Political considerations | |
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Summary | |
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References | |
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Managing the people issues | |
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Power, politics and stakeholder management | |
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Organisations as political arenas | |
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Power | |
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Stakeholders | |
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Which stakeholders should be taken into account by change managers? | |
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A lifecycle approach to stakeholder management | |
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Managing stakeholders | |
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Summary | |
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References | |
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The role of leadership in change management | |
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Differences between leadership and management | |
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Managerial work, in times of change, is increasingly a leadership task | |
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The collective nature of leadership | |
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A checklist for leading change | |
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Summary | |
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References | |
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Communicating change | |
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Features of communication networks | |
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Communication strategies | |
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Organisational silence: a major barrier to change | |
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Interpersonal effects on the quality of communication | |
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Summary | |
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References | |
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Training and development | |
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Achieving a 'match' between organisational members and changing task demands | |
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A systematic approach to training | |
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Training for change: the Australian experience | |
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Summary | |
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References | |
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Motivating others to change | |
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Organisational commitment and the level of support for change | |
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Reasons for resisting specific changes | |
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Expectancy theory and the motivation to support or resist change | |
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Assessing the availability of valued outcomes | |
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Expectancies about effort-performance and performance-outcome relationships and equity of net benefits | |
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Resistance and the need to motivate people to change | |
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Summary | |
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References | |
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Managing personal transitions | |
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The nature of personal transitions | |
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The personal cost of coping with transitions | |
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Adjusting to organisational change | |
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Organisational change and personal transition | |
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A model of change as a transition | |
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The stages of psychological reaction | |
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Validation of the model | |
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Some observations on the stage model of transitions | |
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Implications for individuals and change managers | |
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Facilitating progress through a transition | |
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Summary | |
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References | |
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Shaping implementation strategies and managing the change | |
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Shaping implementation strategies | |
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The trap of success | |
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Effective change strategies | |
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The third way: a combined economic/OD strategy | |
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Top management's reluctance to adopt a combined 'drive and develop' approach | |
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Situational variables that can shape an implementation strategy | |
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Alternative start points | |
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Summary | |
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References | |
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Maintaining control during the change | |
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Develop and communicate a clear vision of the future state | |
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Appoint a transition manager | |
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Develop a transition plan | |
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Provide the resources for the transition | |
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Reward transition behaviours | |
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Use multiple and consistent leverage points for change | |
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Develop feedback mechanisms | |
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Summary | |
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References | |
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Interventions | |
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Types of intervention | |
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Four case studies | |
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A classification of interventions based on 'who does what' | |
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A classification of interventions based on focal issues | |
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Summary | |
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References | |
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Action research | |
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Action research and organisational learning | |
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The process of action research | |
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Results from action research | |
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Summary | |
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References | |
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Appreciative inquiry | |
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The social construction of reality | |
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A theory of intervention | |
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A methodology for intervening in organisations | |
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Applications | |
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Summary | |
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References | |
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High-performance management | |
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'Soft' and 'hard' models of HRM | |
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Theoretical foundations: how commitment strategies work | |
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The alignment of HRM practices | |
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Results from high-performance management systems | |
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Diagnosing external alignment | |
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Diagnosing internal alignment | |
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Summary | |
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References | |
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Business process reengineering | |
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The nature of BPR | |
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The application of BPR | |
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Results from BPR | |
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Summary | |
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References | |
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Selecting interventions | |
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Beware fashions and fads | |
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Factors indicating which interventions to use | |
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Where there is a need to use more than one type of intervention | |
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Sequencing interventions | |
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Summary | |
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References | |
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Keeping the change on track | |
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Reviewing and sustaining change | |
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Managing the implementation stage of the change process | |
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Monitoring the implementation of the change plan | |
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The role of performance measures in the management of change | |
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The Balanced Scorecard | |
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Developing tools to help with implementation | |
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Sustaining the change | |
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Summary | |
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References | |
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Developing and maintaining helping relationships | |
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Modes of intervening | |
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The hierarchical nature of interpersonal skills | |
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Intervention styles | |
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The goal of intervening | |
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Helping skills | |
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Summary | |
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References | |
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Effective helping and the stages of the helping relationship | |
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Mode of intervening and the stage of the helping relationship | |
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Stages in the helping process | |
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Summary | |
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References | |
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Author index | |
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Subject index | |