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(1989) Systems prospects, Dordrecht, Springer.
As a practising consultant in organisations I have been unhappy for some time with the still dominant expert, content-oriented approach to consultancy. A conceptual shift in centrality from expert content to individual client needs has indicated an alternative approach which is, however, veiled in ambiguity. Yet despite the ambiguity, this approach is becoming progressively more prominent and particularly Organisational Development is likely to champion its use in the future. So what does ″client centred mean; what are the issues revolving around this consultancy approach in the organisational context; and under what circumstances would it be an appropriate intervention concept to bring about organisational change?
Publication details
DOI: 10.1007/978-1-4613-0845-4_43
Full citation:
Maguire-Vyhnalek, E. (1989)., The client centred concept and organisational change, in R. L. Flood, M. C. Jackson & P. Keys (eds.), Systems prospects, Dordrecht, Springer, pp. 265-271.
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