The history of consulting dates back to the original ‚intervention‘ of the serpent in the Garden of Eden, and today’s consultants have just as dubious a reputation. They are tempted by flattery and over-assessment of their abilities, and run the risks of uncertainty, responsibility without authority and loss of control. In order to steer a middle course, they must understand their own intention as consultants. Fearless Consulting clearly demonstrates that, in spite of the many risks and temptations, consultants can approach their profession and clients fearlessly, and offers a range of philosophical inspirations for readers as well as specific intervention models and practical methodologies.
Inhaltsverzeichnis
Foreword.
Preface.
Prologue: Characteristics of Consulting.
1 Characteristics of the Entry.
2 The Entry and Fearless Speech.
Communicating advice.
Four forms of argumentation.
Forms of argumentation for consultants.
The fearless consultant.
Fearless speech under pressure.
Conclusion.
3 Characteristics of Joint Problem Formulation.
4 Problem Formulation and Irony.
Ambiguous communication.
What is irony?.
Two divine examples of irony.
The ironic consultant.
Irony as an instrument for change.
Irony and the concept of fate.
Conclusion.
5 Characteristics of Intervening.
6 Intervening and Power.
Intervening means stepping in.
The focus of interventions.
The art of intervening.
The powerless consultant.
Conclusion.
7 Characteristics of Consolidating.
8 Consolidating and responsibility.
The responsibility of the consultant.
Why does anything come about?.
Authority and responsibility.
The non-responsible consultant.
Conclusion.
9 Characteristics of Departure and letting go.
10 letting go and Tragic Consulting.
The consultant as committed outsider.
The chorus in Greek tragedy
The tragic consultant.
What pleasure does a tragedy give?.
Conclusion.
Epilogue: Twenty Minutes in the life of a Consultant.
The invitation.
Observations prior to the conversation.
The conversation as it took place.
The conversation as it did not take place.
Observations following the conversation.
The follow-up conversation.
Appendix A.
Appendix B.
References.
Index.
Über den Autor
Erik de Haan works is the director of Ashridge ’s
Centre for Coaching and a senior organisation development
consultant for Ashridge Consulting near London. Before joining
Ashridge Consulting in 2002, he studied Theoretical Physics in
Amsterdam, gained his Ph D in Utrecht with his research into learning
and decision-making processes in perception (1994), and worked for
several consultancies in The Netherlands. Among his recent clients
are the Aalsmeer Flower Auction, the BBC, BP, Credit Suisse First
Boston, CSM, Fortis, Nokia, Stork, the Universities of Leeds and
Leiden, and Vodafone. His previous publications books in English
include The Consulting Process as Drama – King Lear for Consultants
and Managers , Learning with Colleagues and Coaching with
Colleagues. Erik is also member of the editorial board of
Philosophy of Management -formerly Reason in Practice.
Ashridge is one of the world’s leading providers of
executive education. Established in 1959, it has acquired an
outstanding international reputation in helping to make a
difference to both individuals and organisations through its
combination of executive development, research and consultancy
expertise. Its activities include open & tailored executive
education programmes, MBA, MSc & Diploma qualifications,
organisation consulting, applied research and online learning.
Clients include leading organisations in the private and public
sectors in the UK and across the globe.
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