Flawless Consulting: A Guide to Getting Your Expertise Used
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The second edition of the "consultant's bible" is here!
For over fifteen years, consultants--both internal and external--have relied on Peter Block's landmark bestseller, Flawless Consulting, to learn how to deal effectively with clients, peers, and others. Using illustrative examples, case studies, and exercises, the author, one of the most important and well known in his field, offers his legendary warmth and insight throughout this much-awaited second edition. Anyone who must communicate in a professional context--and who doesn't?--will use the lessons taught in this book for years to come!
"Who would have thought the 'consultant's bible' could be improved upon? Count on Peter Block--the consulting profession's very own revolutionary--to push us to confront and struggle with the paradoxes inherent in our work."
--Candace Thompson, organization development consultant, First Chicago NBD--A Bank One Company
"Block has distilled years of experience into a wise, down-to-earth, and eminently practical guide to excellence in consulting. If you are new to the practice, Flawless Consulting will chop years off your learning cycle. And even if you're an old pro, Block's insights will elevate you to new levels of effectiveness. Flawless Consulting is not simply about becoming a better consultant; it is about using consulting as a path toward becoming a better person."
--Barry Oshry, president, Power & Systems, Inc.; author of Seeing Systems and Leading Systems
The second edition of Peter Block's Flawless Consulting gracefully updates what many consider the best resource of its kind. New chapters on implementation, "whole-system" strategies, and ethics are included, but in general it simply fine-tunes Block's proven advice to match the transformations that business and society have undergone since initial publication two decades ago. "The days of long studies and expert-driven answers are passing," the author proclaims in his new preface. "The task of the consultant is increasingly to build the capacity of clients to make their own assessments and answer their own questions." He then subtly modifies his established recommendations accordingly for every step, from the initial client meeting and problem diagnosis through data collection and the execution of solutions. In the section on "Conducting a Group Feedback Meeting," for example, he advises: "Treat the group as a collection of individuals.... Ask each person what he or she wants from the meeting. This will surface differences and force the group to take responsibility for some of the difficulties that may arise." --Howard Rothman
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