Research, Consultancy and Advisory glossary

Identifies distinct consulting styles (built on their earlier Managerial Grid work) ranging from purely providing information to fully prescribing a solution.

Taught in Theories and models of research, consultancy and advisory

Holds that the likelihood and severity of consequences shape whether misconduct is deterred, relevant background for the ethics and compliance content in the chapter on conducting consultative services and in CS Corporate Governance and Ethics.

Taught in Theories and models of research, consultancy and advisory

Rogers's theory of how new ideas and practices spread through a population over time, from early adopters to the majority, relevant to how consulting recommendations actually get adopted.

Taught in Theories and models of research, consultancy and advisory

Examines how an outside party (a consultant, cast as 'other') can both draw value from and add value to a host organisation, a lens on the consultant's ambiguous insider/outsider position.

Taught in Theories and models of research, consultancy and advisory

Holds that learning happens most effectively embedded in real social and practical context, not abstracted from it, relevant to how coaching and facilitation are designed (see the chapters on each).

Taught in Theories and models of research, consultancy and advisory

Explains behaviour and information flow through the pattern of relationships (networks) connecting people, relevant to how consulting advice and influence actually spread within a client organisation.

Taught in Theories and models of research, consultancy and advisory

Views an organisation as an interconnected system of parts, so a research or consulting intervention in one part affects the whole (the systems thinking covered in CS Management Principles and Practice, applied here to research and advisory work).

Taught in Theories and models of research, consultancy and advisory

Chris Argyris's theory holds that an effective intervention generates valid information, preserves the client's free, informed choice, and builds their internal commitment to whatever is decided, rather than imposing a solution.

Taught in Theories and models of research, consultancy and advisory

Holds that intention, shaped by attitude, subjective norms and perceived control, is the immediate driver of behaviour, relevant to why a client organisation does or doesn't act on advice.

Taught in Theories and models of research, consultancy and advisory

Marvin Weisbord's 'Six-Box Model' diagnoses organisational health across purposes, structure, relationships, rewards, leadership and helpful mechanisms.

Taught in Theories and models of research, consultancy and advisory