I am the consultant, and I don't know what to do!: Case 1. Culture change in beta power company
What is new in humble consulting?
The need for a trusting and open level two relationship: Case 1. good intensions, not much help : the engineering interviews ; Case 2. Adventures with digital equipment corporation ; Case 2. Implementing a new IT technology in bank operations
Humble consulting begins with the first conversation: Case 5. Reframing whether to develop a culture analysis template ; Case 6. Creating a client through a process suggestion
Alpha Power Company ; Case 7. Mass Audubon Board Task Force
a personalization success ; Case 8. The Cambridge-at-Home Committee
a personalization failure
Personalization : enhancing the level two relationship: Case 9. Helping to personalize teaching at MIT ; Case 10. Levels of involvement with Ciba-Geigy ; Case 11. The executive coaching dilemma
two is the client? ; Case 12. An unfortunate personalization mistake
The humble consulting focus on process: Case 13. A question that restructured Alcoa Australia ; Case 14. The team-building retreat in the Quincy Plant of Procter & Gamble ; Case 15. Abandoning building a team culture in a sales organization ; Case 16. Successfully reducing engineering turnover in the General Electric Lynn Plant ; Case 17. How to assess and "evaluate" culture in a sales organization ; Case 18. Successfully reducing headquarters
field problems in the Internal Revenue Service
The new kinds of adaptive moves: Case 19. Safety issues in Alpha Power ; Case 20. Reducing the number of deaths in the US Forest Service ; Case 21. Helping INPO provide better help in working with nuclear plants ; Case 22. Successful and failed adaptive moves
DEC's strategy revisited ; Case 23. Creating a different kind of conversation in Saab Combitech ; Case 24. The use of dialogue in Shell's Exploration and Production Division ; Case 25. The Ad Hoc Lunch Group in the Academic Medical Center.
