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Book Cover
Book
Author DeWine, Sue, 1944-

Title The consultant's craft : improving organizational communication / Sue DeWine
Edition Second edition
Published Boston : Bedford/St. Martin's, [2001]
©2001

Copies

Location Call no. Vol. Availability
 MELB  658.45 Dew/Cii 2001  AVAILABLE
Description xxxi, 496 pages : illustrations ; 25 cm
Contents Machine derived contents note: Part I. Overview -- 1. The Craft of Consulting -- Defining Craft in the Consulting Context -- Organizational Communication and the Communication Manager -- Application of Organizational Communication Principles -- Intervention -- Assessment -- Skills Needed by the Communication Manager -- Eight Principle Skills -- Form 1.1: Self-Assessment Checklist for Organizational Communication Specialists -- Activities of Communication Managers -- The Consummate Trainer -- Internal and External Communication Specialists: A Comparison -- Common Factors -- Differences Between Internal and External Consultants -- Preferences for External or Internal Assistance -- LESSONS LEARNED: A Consulting Story from Patrice Buzzanell -- Additional Resources -- 2. Defining Training, Consulting, Counseling, and Coaching -- Helping Professions -- Training Skills -- Consulting Skills -- Definitions of Consulting -- Approaches to Consultation -- Career Options -- LESSONS LEARNED: Some Practical Definitions for the Client -- Additional Resources -- 3. Stages of the Consultation Process and Developing Initial Credibilty -- Stages of the Consultation Process -- Initiation and Entry -- The First Meeting -- Developing a Contract -- Sample Contract -- Data Collection -- Applying Skills to Resolve Issues: The Consulcube Model -- Levels of Organization -- Intervention Approaches -- Categories of Issues -- Application Models -- LESSONS LEARNED: The Most Important Question to Ask the Client -- Additional Resources -- Part Ii. Identifying Communication Problems -- 4. Conducting Needs Assessments -- How Do We Know When a Problem Exists? -- Sampling Procedures -- Random Sampling -- Stratified Sampling -- Data Collection Methods -- The Questionnaire -- Content Matrix -- Structuring of Questions -- Advantages and Disadvantages of Questions -- Interviews -- The Interview Guide -- The Opening Statement -- Note Taking -- Avoidance Bias -- Inducing Behavior -- A Favorable Atmosphere -- Advantages and Disadvantages of Interviews -- Observations -- Critical Incidents -- Organizational Outcomes -- LESSONS LEARNED: What's Wrong with My Data? -- Additional Resources -- 5. How Do We Know What We Have When We Have It? Data Analysis -- Classic Errors in Data Analysis -- Effective Diagnosis -- Objectivity -- Feedback versus Handback -- Frequency and Hypothesis Testing -- Content Analysis and Grounded Theory -- Multiple Approaches -- Tips for Analyzing Results -- Sample Report -- LESSONS LEARNED: A Primer on Statistics. Do Numbers Lie? -- Additional Resources -- Part Iii. Training And Consulting Strategies And Techniques -- 6. Using Training Techniques -- Lectures -- Limitations -- Advantages of Lectures -- Features of Dynamic Lectures -- Using Visual Information -- Effectiveness of Visual Aids -- Cautions in Using Visual Aids and PowerPoint -- Video- and Computer-Aided Training/Online Training -- Self-Assessment Instruments -- Benefits and Hazards of Self-Assessment Instruments -- Effective Use of Self-Assessment Instruments -- Case Studies -- Types of Case Studies -- Effective Use of Case Studies -- CASE STUDY: Managing After the Merger: Feedback at BAS -- Small Group Activities -- Structured Experiences -- Role Play -- Simulations -- Purposes of Simulation -- Sample Simulation -- Outdoor Games -- Sample Outdoor Games -- Designing and Directing Training -- CASE STUDY:What Would You Do? -- LESSONS LEARNED: Training Techniques Most Likely to Succeed -- Additional Resources -- 7. Technology and Training and Consulting -- Online Training -- Email -- Voicemail -- Tips for Using Voicemail -- LESSONS LEARNED: How Can the Consultant Keep Ahead of New Technologies? -- 8. Designing Consulting Interventions -- Organizational Development and Intervention -- Categories of Intervention -- Diagnostic Interventions -- Communication Audit -- Sample Audit Instruments -- Survey Feedback -- Process Interventions -- Process Observation -- Confrontation Meeting -- Negotiation -- Executive Coaching -- A Sample Coaching Interview -- Problem-Solving Interventions -- Decision-Making Interventions -- Force Field Analysis -- Sample Force Field Analysis Form -- Synectics -- Nominal Group Technique -- The Delphi Technique -- Strategic Planning -- Designing and Directing a Consultation Intervention -- LESSONS LEARNED: Consulting Interventions Most Likely to Succeed -- Additional Resources -- Part Iv. Correcting Communication Failures -- 9. Isn't Anyone Listening? Using Active Listening Techniques -- Why Is Listening Important? -- Types of Listening -- Poor Listening -- Myths about Listening -- Poor Listeners: Who Are They? -- Why Does Poor Listening Exist? -- Active Listening: What Is It? -- Tips on Listening for the Consultant and Clients -- Listening Quiz -- LESSONS LEARNED: A Consulting Story from Susan and Peter Glaser -- Additional Resources -- 10. Why Are Meetings So Boring and Unproductive? Managing Meetings -- Why Meet? -- To Announce Organizational Changes -- To Increase and Improve Solutions -- To Gain Acceptance of a Decision through Participation -- To Cultivate Members as Individuals -- When Should a Meeting Not Be Called? -- Roadblocks to Effective Meetings -- Groupthink -- Procedural Issues -- Techniques for Making Meetings More Productive -- Directing Traffic -- Separating Topic from Procedure -- Identifying Roles -- Group Leadership -- Preparation for Meetings -- Learning about Participants -- Attending to Logistics -- Planning a Conference or Convention -- Meeting Leader Checklist -- Tips for Successful Meetings -- LESSONS LEARNED: A Consulting Story from Anita C. James -- Additional Resources -- 11. When Your Client Asks, "How Can I Face this Audience?" -- When Will I Ever Have to Give a Speech? -- Speaking Internally -- Speaking Externally -- Knowing and Understanding Your Audience -- How Will They React to the Content? -- What Form of Presentation Will Deliver the Message? -- What Is the Audience's Attitude Toward You and the Event? -- How Long Should the Presentation Be? -- Structure -- First Impressions -- Opening Remarks -- Organization -- Cause-To-Effect -- Pattern -- Chronological Order -- Topical Approach -- Problem-Solution Pattern -- Closing the Sale -- Strategies -- Credibility -- Reasoning and Supportive Material -- Persuasion -- Emotional Appeal -- Delivery -- Obstacles to Effective Delivery -- Extra Pizzazz -- Tips on Public Performance -- Challenge Readiness Inventory -- LESSONS LEARNED: A Consulting Story from Sue DeWine -- Additional Resources -- 12. Can this Group Work as a Team? Team-Building Techniques -- Readiness for Team Building -- When Not to Attempt Team Building -- How to Determine Readiness -- Readiness of the Organization -- Team Development Questionnaire -- Mind-Set of the Group -- Advantages of Team Building -- Criteria For Evaluating Teams -- Objectives -- Structure -- Energy -- Atmosphere -- Group Roles -- Schein's Categories -- Team Development Scale, by William G. Dyer -- Maintenance Functions -- Boundary Management Functions -- New Groups -- Types of Organizational Groups -- Team-Building Session -- Voluntary Participation -- Debriefing Time -- Openness and Trust -- Guidelines and Confidentiality -- Conflict Resolution -- Group Activities -- LESSONS LEARNED: A Consulting Story from Sandy Cheldelin and Sue DeWine -- Additional Resources -- 13. How Do You Tell Clients What Kind of Job They Are Doing? Using Descriptive Feedback -- Types of Feedback -- Effective Feedback -- Useful Content -- Timeliness -- Clarity and Accuracy -- Performance Appraisal -- Tips on Providing Feedback -- LESSONS LEARNED: A Consulting Story from Judith Sturnick -- Additional Resources -- 14. How Do I Cope With Difficult People? Dealing with People and Conflict -- Identifying the Difficult Personality -- Dealing with the Difficult Person -- Conflict and Stressful Events -- Types of Conflict -- Conflict-Response Styles -- A Conflict-Style Instrument -- Stages of a Conflict -- Causes of a Conflict -- Analysis of a Conflict -- LESSONS LEARNED: A Consulting Story from David Seibold -- Additional Resources -- 15. How Can People Get Organized When the Rules Keep Changing? -- Understanding Change Processes -- Types of Change -- Resistance to Change -- Explaining the Need for Change -- Gaining Support for Change -- Dealing with Expectations for Change -- Implementing Change -- Strategic Planning -- Goals, Objectives, and Action -- Plans -- Planning Model -- Consultant's Tips -- LESSONS LEARNED: A Consulting Story from Sue DeWine and Liane Gray Starner -- Additional Resources -- 16. Globalization and International Consulting - Mary Eicholtz -- Understanding Culture -- Individualist versus Collectivist Cultures -- High and Low Context Cultures -- Consulting in Another Culture -- Cultural Impact on Specific Interventions -- Suggest Interventions in Different Cultures -- Preparing Corporate Leaders for a Global Society -- Communication Behavior and Intercultural Business Success -- Managing Intercultural Communication -- Self-Assessment of Intercultural Communication Practices -- LESSONS LEARNED: A Consulting Story from Sue DeWine -- Additional Resources -- Part V. Evaluating Success -- 17. Evaluating the Impact of Training -- Obstacles to Evaluation -- Training Evaluation Myths -- Inadequate Evaluation Methods -- Criteria for Evaluation -- Background Information -- Levels of Evaluation -- Kirkpatrick's Model -- Evaluation Methods -- Training Impact Questionnaire
Bibliography Includes bibliographical references (pages 459-475) and indexes
Subject Communication in organizations.
Business consultants -- Training of.
LC no. 00106398
ISBN 0312248245