One of the reasons meetings become such wastes of time and money is that leaders, managers, and meeting facilitators repeatedly fail to frame the context. Another is that leaders and managers dominate the conversation and fail to assume a sincere listening posture.
The Organizational Development Muse
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For some time now we’ve been making a distinction between Process and Product when it comes to consulting:
- Product diagnoses and tells. Process listens and helps.
How does one lead without micromanaging, most especially when there is such high risk of liability/failure/ethical compromise? What distinction can be drawn, really, between that of Management and Leadership, when it comes to function?
Recent work with a client led to developing these thoughts on the act of scapegoating.
Topics: society for process consulting, Mark L. Vincent, Design Group International, Change Management, pervasive change, adaptive change, social change, group process, process consulting, Process Consultation