Identifies the traditional western assumptions made about the individual and, from a social constructionist perspective, notes how they derive from their historical and social context. Argues that work organizations have played a significant role in both the western conceptualization and the...

Managers and consultants have reported that they frequently encounter situations in which individual members of an organization exude an attitude of muted hostility and non‐compliance to a change process. This obstructive behaviour can take an indirect form and be masked by a veneer of...

Considering OD as involving the development of more effective and collaborative diagnosis and management or organisational culture, a arrative process for strengthening the culture of work is described. Story telling and interpretation through metaphor was used in intact work groups to clarify...

Draws parallels between our consulting model (derived from the work of Gerard Egan), the core processes of the Myers‐Briggs Type Indicator (MBTI) and the managerial roles required in effective organizations. Argues that there are synergies between the four stages of the consultancy model, four...

Describes how individuals hold theories which govern their actions and how these theories unintentionally create organizational defensive routines and inhibit learning. Presents an action science approach whereby consultant researchers can help individuals see their taken‐for‐granted...

Occupational stressors were identified through qualitative interviews with sex offender treatment managers (N = 21) serving within HM prisons in England and Wales. Multidimensional scaling techniques revealed three distinctive stressor foci: intrinsic job factors; other people; personal. The...