71879
Descrição
Mapa Mental por Steve Hiscock, atualizado more than 1 year ago
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Criado por Steve Hiscock
aproximadamente 11 anos atrás
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CONSULT
- CONNECT WITH AN ISSUE
- Testing the assumption that (say)
managers have an adequate knowledge
of their own systems.
- Diagnosis of the situation; costs and
benefits of intervention.
- Determining the entry point for initiating change.
- Testing the assumption that (say)
managers have an adequate knowledge
of their own systems.
- OPEN THE DOORS
- Contract negotiation
- Define how the
succeeding stages of
the planned change
process will be carried
out
- Continuing the process of sharing the expectations
of the consultant and the client system
- Developing understanding of the continuing
process of contract re-negotiation.
- Contract negotiation
- NEW UNDERSTANDING
- Develop and understanding of
core issues which go beyond
the symptoms
- Identification of resources that
will be needed for implementation
- Identification of forces that resist and enable change
- Develop and understanding of
core issues which go beyond
the symptoms
- SPECIFY NEED FOR ACTION
- Starting point for this
planning phase in which
the client and consultant
begin to specify needed
actions
- Sound understanding of the issues
is the basis for action.
- Intervention plans
- who has power to influence events
- ensure key members are committed to
action in specific ways. (Power Maps)
- understanding of the different aspects of
organisation interaction.(Org. System)
- who has power to influence events
- Starting point for this
planning phase in which
the client and consultant
begin to specify needed
actions
- UNDERTAKE NEEDED ACTIONS
- Encompasses a wide range of activities
- Required action(s) arising from
diagnostic and specified needed
actions
- management training
- creation of new information systems
- changes in organisation structure
- management training
- Resistance to change can
become of high significance
- Encompasses a wide range of activities
- LOCATE GAPS AND OPPORTUNITIES
- Evaluation of the
action strategy is
conducted in
terms of
- specific objectives defined
during the planning phase
- Interim task goals designed to
determine if the change is progressing
as desired
- specific objectives defined
during the planning phase
- From consultant’s perspective
- an ambition to develop within the system
- the ability to use the information
generated for self-analysis
- Monitor progress of the action
phase and evaluate the data itself
- an ambition to develop within the system
- Evaluation of the
action strategy is
conducted in
terms of
- TRANSFER KNOWLEDGE
INTO THE ORGANISATION
- Projects rarely terminate - they become
part of the fabric of the organisation as
the new ways of doing things become
institutionalised
- Explicit process or procedures for setting priorities for
improvement should be agreed and instituted
- There should be systematic and
continual process of feedback in
order to develop further learning
- Projects rarely terminate - they become
part of the fabric of the organisation as
the new ways of doing things become
institutionalised
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