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