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Consultation to Complex Organizations in Transition

The Practical Techniques of Consultation
  • Ralph G. Hirschowitz
Part of the Current Topics in Mental Health book series (CTMH)

Abstract

The previous chapter described ways in which contemporary complex organizations manage—and mismanage—the tasks of transition. In these organizations, the leader struggles to reconcile role demands that are often inherently at odds. When aware that the organization is losing its competitive edge, the leader must unsteady the organization by confronting its people with the reality of inescapable change demands. He must also ensure that stabilizers are provided to steady the organization as it changes course. Principles have been established to guide the leader—and his consultant—in processes that can balance these unsteadying and steadying roles. I have argued that motivation during change is sustained when people understand the change imperatives facing the organization, appreciate their meaning, accept their implications, participate in response strategies, and have some freedom to negotiate aspects of their roles in the changing structure. Appropriate strategies for adaptive action are derived from careful psychological cost accounting.

Keywords

Complex Organization Psychological Contract Organic Consultant Practical Technique External Consultant 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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References

  1. 1.
    Bell, D. The revolution of rising entitlements. Fortune, 1975, 41, 98.Google Scholar
  2. 2.
    Levinson, H. The exceptional executive. Cambridge, Mass.: Harvard University Press, 1968.Google Scholar

Copyright information

© Plenum Publishing Corporation 1977

Authors and Affiliations

  • Ralph G. Hirschowitz
    • 1
  1. 1.Harvard Medical SchoolUSA

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