دانلود کتاب Flawless Consulting: A Guide to Getting Your Expertise Used

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Cover
Title Page
Copyright Page
Contents
Introduction: What Is Enduring | What Is New | Keeping It Simple
Chapter 1 A Consultant by Any Other Name . . .
Some Distinctions
Consulting Skills Preview
The Promise of Flawless Consultation
Part 1 Fundamentals
Chapter 2 Techniques Are Not Enough
Roles Consultants Choose
Collaboration and the Fear of Holding Hands
The Consultant’s Assumptions
The Consultant’s Goals
Developing Client Commitment—A Primary Goal of Each Consulting Act
Chapter 3 Being Right––Really
The Affective Side of the Client-Consultant Relationship
The Business of Consulting
Staging the Client’s Involvement, Step by Step
Chapter 4 Flawless Consulting
Being Authentic
Completing the Requirements of Each Phase
Results
Accountability
The Right to Fail
Part 2 Entry and Contracting
Chapter 5 Contracting Overview
Contracting: The Concept and the Skill
Elements of a Contract
Ground Rules for Contracting
Chapter 6 The Contracting Meeting
Who Is the Client?
Navigating the Contracting Meeting
Chapter 7 Some Nuances of Contracting
Sent In
Want In
The Meeting as a Model of How You Work
Closing the Contracting Meeting
To Sum It Up
Chapter 8 Some Agonies of Contracting
When You Get Stuck
The Problem with Saying “No”
Dealing with Low Motivation
Ceaseless Negotiation: The Shifting Tide of Your Role
Some Other Specific Agonies
Contracting Checkpoint
After the Contracting Meeting
Chapter 9 The Internal Consultant’s Dilemma
Distinctions between Internal and External Consultants
Triangles and Rectangles
Part 3 More Fundamentals
Chapter 10 Understanding Resistance
The Faces of Resistance
What Are They Resisting When Clients Are Resisting?
Underlying Concerns
Sometimes It Is Not Resistance
The Fear and the Wish
Ogres and Angels . . .
. . . and Heroics
Chapter 11 Dealing with Resistance
Three Steps for Handling Resistance
Two Good-Faith Responses
Consulting with a Stone
Don’t Take It Personally
Chapter 12 Technology: A Marriage of Myth, Convenience, and the Virtual Hour
Part 4 Discovery and Underlying Concerns
Chapter 13 From Diagnosis to Discovery
It Is Still the Relationship That Counts
The Call to Action
The Problem Is Not the Problem
How the Problem Is Being Managed
Flawless Discovery
Chapter 14 Whole-System Discovery
Third-Party Consulting
Taking a Whole-System Approach
Putting Whole-System Discovery to Work
The Payoff
Chapter 15 Discovering Gifts, Capacities, and Acting on What We Know
When All Else Fails, Make a Reservation at the Last Resort
The Power of Positive Deviance
Implications for Consulting
More Examples of Partnerships That Work
Healthcare Reform for Real
Teacher as Consultant
The Choice in the Matter
Part 5 Analysis and the Decision to Act
Chapter 16 Focusing on the Picture
The Steps in Getting the Picture
Don’t Worry Much about Bias
Assessing Culture and How the Situation Is Being Managed
The Discovery Interview
Layers of Analysis
Your Experience as Data
Chapter 17 Preparing for Feedback
A Clear Picture May Be Enough
Condensing the Data
Some Do’s and Don’ts
Language in Giving the Picture
Presenting the Picture . . . as Courtroom Drama
Chapter 18 Managing the Meeting for Action
How to Present the Picture
Structuring the Meeting
The Meeting for Action, Step by Step
A Recap
Resistance in the Meeting
When Group Members Are at Odds among Themselves
Part 6 Engagement and Implementation
Chapter 19 Implementation
Choosing Engagement over Installation
Deciding Doesn’t Get It Done
The Limits of Installation
Betting on Engagement
Chapter 20 The Structures of Engagement
The Meeting Is the Message
Eight Ways to Engage
The Point
Part 7 Extension, Recycle, or Termination
Chapter 21 Transformation Will Not Be Televised, Livestreamed, or Managed
Choosing Learning over Teaching
All Learning Is Social
We Are Responsible for Each Other’s Learning
Nothing to Wait For
If Change Is Necessary, Who Goes First?
The Final Question Is One of Faith
Online Appendix Handy Checklists You Can Use
Further Reading
Acknowledgments
About the Author
Index
EULA