Herding Cats: Lessons Learned From Managing and Coordinating Organization Development Consultants

Consulting Psychology Journal

Volumn 56, Issue 1, 2004, Pages 44-57

  Freedman, Arthur M ^a,b   Stinson, George H ^a  

^a American University ^*

^b AMERICAN UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 1642343310     PISSN: 10614087     EISSN: None     Source Type: Journal    
DOI: 10.1037/1061-4087.56.1.44     Document Type: Review

References (31)

1. Alderfer, C. P. (1974). Boundary relations and organizational diagnosis. In H. Meltzer & F. R. Wickert (Eds.), Humanizing organizational behavior (pp. 109-133). Springfield, IL: Charles C Thomas.
2. Alinsky, S. (1971). Rules for radicals: A pragmatic primer for realistic radicals. New York: Vintage Books.
3. Argyris, C. (1990). Overcoming organizational defenses: Facilitating organizational learning. Boston: Allyn & Bacon.
4. Argyris, C. (1999). On organizational learning. London: Blackwell.
5. Argyris, C., Putnam, R., & Smith, D. M. (1985). Action science: Concepts, methods, and skills for research and intervention. San Francisco: Jossey-Bass.
6. Argyris, C., & Schon, D. A. (1995). Organizational learning: II. Theory, method, and practice. Reading, MA: Addison-Wesley.
7. Beckhard, R., & Harris, R. (1977). Organizational transitions: Managing complex change. Reading, MA: Addison-Wesley.
8. Beckhard, R., & Pritchard, W. (1992). Changing the essence: The an of creating and leading fundamental change in organizations. San Francisco: Jossey-Bass.
9. Buchanan, D., & Badham, R. (1999). Power, politics, and organizational change. Thousand Oaks, CA: Sage.
10. Cummings, T. G., & Worley, C. G. (2001). Organization development and change (7th ed.). Cincinnati, OH: South-Western College Publishing.
11. Freedman, A. M. (1995). The consultant's sense of urgency: Steady-state versus front-line combat OD. In The 1995 Annual Developing human resources. San Diego: Pfeiffer.
12. Freedman, A. M. (1997). Kill the hatemongers: A protest. NTL News & Views, 3, 14-15.
13. Freedman, A. M. (1999). The history of organization development and the NTL Institute: What we have learned, forgotten, and rewritten. The Psychologist-Manager Journal, 3, 125-141.
14. Freedman, A. M., & Zackvison, R. E. (2001). Finding your way in the consultant jungle. San Francisco: Jossey-Bass.
15. Hansell, N. (1976). The person-in-distress: On the biosocial dynamics of adaptation. New York: Human Sciences Press.
16. Harrison, R. (1995). Choosing the depth of organizational intervention. In R. Harrison (Ed.), The collected papers of Roger Harrison (pp. 13-32). San Francisco: Jossey-Bass.
17. Higgins, G., & Bridger, H. (1990). The psychodynamics of an intergroup experience. In E. Trist & H. Murray (Eds.), The social engagement of social science: A Tavistock perspective (199-220). Philadelphia: The University of Pennsylvania Press.
18. Margulies, N. (1984). Notes on the marginality of the consultant's role. In R. J. Lee & A. M. Freedman (Eds.), Consultation skills readings (pp. 105-107). Alexandria, VA: NTL Institute.
19. Marquardt, M. J. (1999). Action learning in action. Palo Alto, CA: Davies-Black Publishing.
20. Marrow, A. J. (1969). The practical theorist: The life and work of Kurt Lewin. New York: Basic Books.
21. Marshak, R. J., & Katz, J. H. (2001). Keys to unlocking covert processes: How to recognize and address the hidden dimensions of individuals, groups, and organizations. OD Practitioner, 33, 3-10.
22. Miller, E. J., & Rice, A. K. (1967) Systems of organization. London: Tavistock.
23. Oshry, B. I. (1999). Leading systems: Lessons from the power lab. San Francisco: Berrett-Koehler.
24. Randolph, J. H. (1991, April 1). Empowering the employee. Public Utilities Fortnightly.
25. Reddy, W. B. (1994). Intervention skills: Process consultation for small groups and teams. San Diego: Pfeiffer & Company.
26. Revens, R. (1998). ABC of action learning: Empowering managers to act and to learn from action. London: Lemos & Crane.
27. Schein, E. H. (1987). Process consultation: Vol. II. Lessons for managers and consultants. Reading, MA: Addison-Wesley.
28. Schein, E. H. (1988). Process consultation: Vol. I. Its role in organization development (2nd ed.). Reading, MA: Addison-Wesley.
29. Schein, E. H. (1999). Process consultation revisited. Reading, MA: Addison-Wesley.
30. Walton, R. E. (1987). Managing conflict: Interpersonal dialogue and third-party roles (2nd ed.). Reading, MA: Addison-Wesley.
31. Wells, L. (1985). The group-as-a-whole perspective and its theoretical roots. In A. D. Colman & M. H. Geller (Eds.), Group relations reader 2 (pp. 109-126). Springfield, VA: Goetz Printing.