Peter Block's Flawless consulting: a guide to getting your expertise used PDF

By Peter Block

ISBN-10: 0787948039

ISBN-13: 9780787948030

The second one version of the "consultant's bible" is here!For over fifteen years, consultants--both inner and external--have depended on Peter Block's landmark bestseller, faultless Consulting, to profit the way to deal successfully with consumers, friends, and others. utilizing illustrative examples, case reports, and workouts, the writer, essentially the most vital and renowned in his box, deals his mythical heat and perception all through this much-awaited moment version. a person who needs to converse in a qualified context--and who doesn't?--will use the teachings taught during this e-book for years to come!"Who could have inspiration the 'consultant's bible' may be more advantageous upon? expect Peter Block--the consulting profession's personal revolutionary--to push us to confront and fight with the paradoxes inherent in our work."--Candace Thompson, association improvement advisor, First Chicago NBD--A financial institution One Company"Block has distilled years of expertise right into a clever, down-to-earth, and eminently sensible advisor to excellence in consulting. while you are new to the perform, ideal Consulting will chop years off your studying cycle. or even if you are an outdated professional, Block's insights will bring up you to new degrees of effectiveness. perfect Consulting isn't easily approximately changing into a greater advisor; it's approximately utilizing consulting as a course towards turning into a greater person."--Barry Oshry, president, energy & platforms, Inc.; writer of Seeing structures and best platforms

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Additional resources for Flawless consulting: a guide to getting your expertise used

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Page 5 In its most general use, consultation describes any action you take with a system of which you are not a part. An interview with someone asking for help is a consulting act. A survey of problems, a training program, an evaluation, a studyall are consultations for the sake of change. The consultant's objective is to engage in successful actions that result in people or organizations managing themselves differently. I think of the terms staff work and consulting work as being interchangeable, to reflect my belief that people in a staff role really need consulting skills to be effectiveregardless of their field of technical expertise (finance, planning, engineering, personnel, law).

Either in college or in our first job, we were trained in a specific field or function. This might be engineering, sales, accounting, counseling, or any of the thousands of ways people make a living. This is our basic training. It is only later, after acquiring some technical expertise, that we start consulting. If we didn't have some expertise, then people wouldn't ask for our advice. The foundation for consulting skills is some expertisewhether it be very scientific, such as coke particle sizing, or very nonscientific, such as management or organizational development.

Net Acquiring Editor: Matthew Holt Director of Development: Kathleen Dolan Davies Developmental Editor: Leslie Stephen Editor: Rebecca Taff Senior Production Editor: Dawn Kilgore Manufacturing Supervisor: Becky Carreño Interior Design: Bruce Lundquist Printing 10 9 8 7 6 5 4 3 2 1 This book is printed on acid-free, recycled stock that meets or exceeds the minimum GPO and EPA requirements for recycled paper. Page vii To Dorothy, with love Page viii Also by Peter Block Stewardship: Choosing Service over Self-Interest The Empowered Manager: Positive Political Skills at Work Page ix Contents Preface to the Second Edition xv Preface to the First Edition xxi Acknowledgments xxv Chapter 1 A Consultant by Any Other Name 1 Some Definitions and Distinctions 2 Consulting Skills Preview 6 The Promise of Flawless Consultation 8 Chapter 2 Techniques Are Not Enough 13 Beyond Substance 14 The Consultant's Assumptions 16 The Consultant's Goals 18 Developing Client CommitmentA Secondary Goal of Each Consulting Act 20 Roles Consultants Choose 21 Collaboration and the Fear of Holding Hands 27 Staging the Client's InvolvementStep by Step 29 Checklist #1.

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