This book looks at consultancy and complexity. The expert authors bring together their experiences to provide vibrant accounts of how to lead in everyday organizational situations using practical judgement. The book reframes the role of consultants and includes real-world narratives illustrating concrete dilemmas in the workplace.
This book looks at consultancy and complexity. The expert authors bring together their experiences to provide vibrant accounts of how to lead in everyday organizational situations using practical judgement. The book reframes the role of consultants and includes real-world narratives illustrating concrete dilemmas in the workplace.
Nicholas Sarra works as a Consultant Psychotherapist within the NHS. He is also a Visiting Professor at Hertfordshire Business School, University of Hertfordshire, and affiliated with a number of programmes at Exeter University. He is a member of the Institute of Group Analysis. Karina Solsø is a Self-employed Organisational Consultant in Denmark working with organisational change and leadership development. She is also a Visiting Lecturer at Hertfordshire Business School, University of Hertfordshire. Chris Mowles is Professor of Complexity and Management at Hertfordshire Business School, University of Hertfordshire.
Inhaltsangabe
1 Moving beyond neutrality: recognising the moral agency of the consultant through reflexive inquiries into shame 2 Consulting: facilitation and shame: working together to avoid challenges to our sense of self in the recognition of others 3 What are consultants actually recognised for? 4 Actualising plurality: an Arendtian perspective on responding to powerlessness and loss of freedom 5 Collaboration as a politics of affect 6 Selling ourselves short: marketing the self strategically: towards success beyond recognition Conclusion: summarizing reflections on the practice of consultancy
1 Moving beyond neutrality: recognising the moral agency of the consultant through reflexive inquiries into shame 2 Consulting: facilitation and shame: working together to avoid challenges to our sense of self in the recognition of others 3 What are consultants actually recognised for? 4 Actualising plurality: an Arendtian perspective on responding to powerlessness and loss of freedom 5 Collaboration as a politics of affect 6 Selling ourselves short: marketing the self strategically: towards success beyond recognition Conclusion: summarizing reflections on the practice of consultancy
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