client-consultant organisational learning model
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client-consultant organisational learning model generalisations from the interventions of an OB resource centre by Allan P. O. Williams

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Published by City University Business School in London .
Written in English


  • Organizational behavior.

Book details:

Edition Notes

Statementby Allan P.O. Williams.
SeriesWorking paper / City University Business School -- no.75, Working paper (City University. Business School) -- no.75.
ContributionsCityUniversity. Business School.
The Physical Object
Pagination32p. ;
Number of Pages32
ID Numbers
Open LibraryOL14572063M

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  Organizational learning has been an important topic for the journal Organization Science and for the field. We provide a theoretical framework for analyzing organizational learning. According to the framework, organizational experience interacts with the context to create by: He taught for 30 years at the University of Washington Graduate School of Business, Department of Management and Organization. He is the author of numerous publications and the co-author of a well-known book in his field of study, Organization Development: Behavioral Science Interventions for Organization bility: Available. In the medical model the organization is ‘fitted into’ the consultant’s model. A lot is put on the shoulders of the consultant in the ‘medical model’. Here, the consultant is the responsible ‘change agent’. The Process Approach: (Edgar H. Schein,, ) Process Consultation (PC). Organizational learning and competitive advantage London: SAGE Publications Ltd doi: / He has also practiced organizational consulting for forty years. His newest book, for over ten years and has written extensively about the consulting process and the development of client-consultant relationships.

Client Consultant Resume Samples and examples of curated bullet points for your resume to help you get an interview. Guide the recruiter to the conclusion that you are the best candidate for the client consultant job. It’s actually very simple. Strong organisational skills /5(32). Hendry (), though not writing explicitly about organisational learning, examines the role of learning [theory] in organisational change and capacity-building. He situates this within Communities of Practice and Action Research, referring to though not explicating experiential, adult, and . The book concludes with three appendices that offer a variety of supplementary information, including a self-assessment tool for OD competencies. The CD-ROM that accompanies this book provides reproducible slides, as well as copies of the appendices and File Size: 6MB. This is a complex book, offering food for thought and many topics for debate worth reading by a serious manager or leader.’ Andy Cowe - Management and Consulting Book Club, Chartered Management Institute 'Overall, the book is a timely contribution, not just to research on consultancy, but more broadly to our understanding of by: 7.

Organisational learning (OL) is discussed in Chapter 5. OL both within a CCO and between partners are crucial for supporting the aspects presented earlier in the book on collaborative working in a competitive environment. Along line, this Chapter 6 covers the important topic of inter-organisational : Thomas Ng, Kelvin Wong. 9. When the consultant learned about a particular new model or technique, for example, in evaluation, he or she tried to convince the client of an issue with the client’s products or services in order to create an opportunity to apply that new learning. During the discovery phase of the consulting process when interviewing one of the entry-File Size: 34KB.   5 Phases of Consulting. By Stuart Ridder. If done well, it can provide an important learning experience for the client and the consultant, and also keep the door open for future work with the organization. This is a great summary of Peter's book. It's also a great process for a consultant (independent or a firm) to follow. Reply/5(11). It is not a specific model as much as a mutual way of working through the general process for the consultant and client during a consulting project. This type of process is widely used in consulting to solve complex problems and achieve major goals in organizations. Collaborative Consulting for Performance, Change and Learning.