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The 13th volume in the RMC series, The Changing Paradigm of Consulting, is based on the best papers presented at the Academy of Management’s Management Consulting Division’s fourth international conference (2009) on the underlying dynamics within the fast-paced world of business and management consulting. Held in Vienna, Austria, the conference brought together academicians, consultants and organizational practitioners to examine the changes taking place within the consulting field. The book’s 19 chapters are divided into five sections that explore the emergence and implications of this new paradigm, delineating and illustrating the paradigm shift taking placing within consulting, exploring the ramifications for global consulting, examining the challenges inherent in attempts to capture collaboration and cooperation in inter-organizational networks, analyzing the push toward the professionalization – and professionalism – of consultancy, and assessing new approaches to management consulting, focusing on innovative instruments, tools and intervention frameworks. The book captures the myriad complexities and uncertainties faced by consultants and their clients and the concomitant search for appropriate mindsets, attitudes and orientations as well as methods, tools and techniques. As each of the chapters indicates, while there are significant challenges facing the consulting industry, there are also a number of promising frameworks and approaches that can help us successfully meet these challenges.
An Evolving Paradigm: An Evolving Paradigm: Integrative Perspectives on Orgainizational Design, Change, Strategic Management, and Ethics—was prepared specifically for Benedictine University’s doctoral program in organization development (OD). In addressing the myriad strategic considerations that underlie intervening in organizations, questions of posturing, image management, and ethics raise significant challenges for how we think about our role as change agents and the unique set of responsibilities that we assume in that role. An earlier volume in the Research in Management Consulting series, -- Emerging Trends in Management Consulting -- focused on the Janus-faced nature of management consulting. Janus, the Roman god of doorways and gateways, looking backwards and forwards with contrasting perspectives—beginnings and endings, comedy and tragedy, good and evil — is a useful analogy to capture the multidimensional nature—positive and negative—of the consulting realm. For all the challenges and shortcomings the field of OD and change might encompass, there are also those magical moments when our interventions succeed, when our efforts truly enhance organizational performance, and when organizational members grow, develop, and become more satisfied with their roles and activities. The reality is that the latter demands our conscious attention, commitment, and, to some degree, sacrifice. When we are less thoughtful than we should be, when we are distracted by other commitments and obligations, or when we find ourselves in situations where we are less than prepared is when Janus’ other face materializes. The volume explores the possibilities and challenges inherent in OD intervention and change initiatives.
This volume focuses on a relatively neglected area of management consulting, the education of consultants. In today’s business world, we find training programs provided by consultancies, certification programs provided by professional organizations, on-the-job training of consultants with formal or informal supervision, self-taught professionals, and some academic programs and courses. Is that enough? No, better consultants are needed to handle the complexity and changing nature of business. Academe is in the best position to provide the critical thinking preparation necessary. Yet, academic institutions have been slow in embracing this challenge. The role of academia needs to grow in magnitude and in certain directions that educate consultants beyond industry training practices. Chapter authors provide examples of innovative programs, topical approaches for courses, and thoughtful reflections on the role academia can play in preparing better consultants. There are lessons for business schools, consultancies, and aspiring and practicing consultants.
The 4th Industrial Revolution is well underway. Our lives are changing at an exponential rate, resulting in a multi-faceted, deeply interconnected world. The digital revolution is integrating multiple technologies, which is leading to unprecedented paradigm shifts in the economy, management, and society. Entire systems across countries, industries, and societies are being transformed, triggering a transformation that is unlike anything humankind has ever experienced. Given the confluence of dramatic changes in organizational life, triggering emerging technology breakthroughs such as robotics, the internet of things, biotechnology, materials science, data science and big data, and quantum computing, this volume of the Research in Management Consulting series explores how the research and practice of management consulting is unfolding in a new era of profound shifts in the way researchers and consultants sense, think, and act. The authors of this volume bring both to scholars and practitioners the latest discussions of efforts to understand consulting in organizations amplified by the fusion of technologies across physical, digital, and biological worlds. They also bring to light a movement from human supervised artificial intelligence systems to fully autonomous artificial intelligence systems that have the potential to demonstrate intelligence beyond uman capabilities.
As a follow-up to a 2010 volume on organizational change-related consulting, the book continues to push our thinking about the dynamics involved in consulting with change leaders and intervening in the change process. Consulting for organizational change is a special type of consultation, with its own complex set of conditions and needs for a broad range of skills and competencies, which include distinct needs for the client-consultant relationship, superior consulting/facilitation skills, an expertise in human and organizational systems, and, as emphasized in the volume, the masterful “use of self.” As with our prior edited collection, this volume is a joint publication in the Research in Management Consulting and Contemporary Trends in Organization Development and Change book series. The dual focus is intended to reflect the importance of quality consulting for change across both the management consulting and Organization Development (OD) fields. It follows a long history of interest in how consulting affects organization change, what works, and, perhaps most importantly for generating theory and insight into the change process, why it works. The book contains fourteen chapters that frame the changing nature of the organizational change challenge, explore the use of self in intervening in organizations, and examine different change frameworks and perspectives, sharing various reflections and personal insights into the underlying challenges of consulting to bring about organizational change. Our underlying goal is to advance the theory and practice of effective organizational change consultation, stimulating thinking and discussion among change practitioners and researchers so that this work and profession continue to grow and evolve. ENDORSEMENT: “Consultation for Organization Change Revisited offers a clear map of the dominant thinking about how consultants intervene to help organizations create an alternative future. It nicely answers the question of "What is Organization Development." It also has a memory so that you see the arc of the field over time, which gives an important perspective. Organization change is complicated work, this book makes it clearer.” ~ Peter Block Author of Flawless Consulting
New from Richard Barrett, The New Leadership Paradigm is more than a leadership text book (530 pages), it is a state-of-the-art learning system for 21st century leaders. The book is in six parts. Part 1 describes the fundamental principles and concepts that lie at the core of the New Leadership Paradigm learning system. Parts 2, 3, 4 & 5 apply these principles to Leading Self, Leading a Team, Leading an Organisation, and Leading in Society. The final part includes three annexes: information about the New Leadership Paradigm leadership development learning system; an overview of the Cultural Transformation Tools and an overview of the origins of the seven levels of consciousness model.
This volume is part of the ongoing collaboration between the RMC series and the Socio-Economic Institute for Firms and Organizations (ISEOR), a French intervention-research think tank co-directed by Henri Savall and Véronique Zardet. Building on an earlier collaboration on the ISEOR approach – Socio-Economic Intervention in Organizations: The Intervener-Researcher and the SEAM Approach to Organizational Analysis (IAP, 2007) – Buono and Savall bring together over 30 talented intervener-researchers to explore and examine the ongoing evolution of the Socio-Economic Approach to Management (SEAM). This volume revisits the application of SEAM in the context of intervention challenges in the wake of the recent economic crisis and the disruptive change that has taken hold across the world. The basic foundation of SEAM – built on the idea of strategic patience, the need to undertake holistic intervention in organizations, and the challenge to get organizational members to listen to themselves (through what they refer to as the mirror effect) – has remained the same. In response to economic and organizational pressures in the current environment, however, there has been a concomitant emphasis on helping client organizations achieve short-term results while still maintaining focus on the long term. Many ideas that have become part of the current discourse within ISEOR today were not as explicitly addressed in the initial volume – from the destructive effect of the Taylorism-Fayolism-Weberism (TFW) virus, to the need to focus on ways to ensure the sustainability of a SEAM intervention, the growing importance of collaborative interactions between external and internal consultants, and the growing importance of cocreating knowledge with client firms and organizations.
Organizing for Sustainable Effectiveness highlights research and practice aimed at understanding how organizations and more inclusive systems of actors develop a continuous, unfaltering focus on sustainability.
This volume continues the collaboration between the RMC book series and the French management research think tank ISEOR (Socio-Economic Institute for Firms and Organizations). Those familiar with Henri Savall’s and his colleague Véronique Zardet’s earlier work on the socio-economic theory of organizations will recognize their assessments of organizational dysfunctions and hidden costs – but in a different context. In their current work, the emphasis is on the tensions created by the wider environment – the idea of tetranormalization – and how those tensions shape and influence organizational life. Drawing on a wide range of examples from the news media and popular press, Savall and Zardet paint a disturbing picture of the underlying dynamics and challenges posed by a literal avalanche of standards and norms – which are often ambiguous and conflicting – that literally encompasses all that we do. Their analytic framework is composed of four “poles” – two social dimensions and two economic dimensions – that capture social norms and quality, safety and environment standards (the social dimension), and trade-related norms and accounting and financial standards (the economic dimension). Throughout the volume, Savall and Zardet’s analysis captures the myriad ways in which these dimensions interact, shaping the “rules of the game” that dictate how organizations compete and collaborate. Differentiating the “rules of the game” from “playing with” those rules, they delve into the subtleties and nuances that underlie these “poles,” providing further insight into how these forces are manipulated through lobbying and the seemingly 24/7 cycle of exposing, publicizing and rule-making surrounding social and economic as well as scientific and technological controversies. As Savall and Zardet argue, we are in the midst of a profound upheaval that will play havoc with our economic and social lives for some time to come. If we are going to exert influence on that reality, the challenges that we face moving forward must be conceptualized, constructed and implemented today, for, as they argue, “the road to durable prosperity will be a long haul.” Yet, moving beyond these challenges per se, they underscore that we are also presented with an exceptional opportunity – the very real opportunity to create a sustainable commitment to responsible and responsive organizational performance, one that can be fuelled and financed by our ability to translate the hidden costs that exist in all our organizations into productive, value-added activities and true wealth creation. Their analysis presents an intriguing challenge to traditional notions of corporate social responsibility, delving into the idea of “durably acceptable” responsibility, ways to facilitate greater stakeholder engagement, and how we can capture ongoing and sustainable improvement in organizational performance.
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