Title Details

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 PhD 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.

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.

"...invigorating read..." (Training and Coaching Today, May 2006)

"...enliven[s] what is a rigorous academic treatment of the client advisory process..." (The Professional Manager, June 2006)