Changing Organizations from Within

Susan Rosina Whittle, BA, MSc, PhD, MIC, has been an organization consultant, academic and participatory researcher for 20 years and she has worked with clients from manufacturing, construction, local and national government, health, and the prison service. She is currently Co-Director of The Practitioner Certificate in Consulting and Change (P3C) programme validated through The Tavistock Institute, London, and was core faculty on the University of Birmingham's Masters Programme in Leading Public Service Change and Organizational Development. Dr Whittle has delivered and examined master's level programmes in organization development, consulting, change, and management in several universities and provided bespoke programmes for organizations such as the Institute of Directors. For several years she had a core faculty role on The Tavistock Institute of Human Relations MA in Advanced Organizational Consultation, accredited through City University London, and held external examiner roles on HRM and OD masters programmes at Manchester Business School. Robin Stevens, JD, MA, is an organizational consultant who also has extensive expertise in the management of complex functions. She consults to large public agencies and other organizations to focusing on organizational design, processes, and procedures particularly in the areas of supply chain and project management. Robin Stevens formerly worked for New York City Transit in a variety of positions focused on supply chain management, including as Vice President of the Materiel Division. She holds an MA degree in Advanced Organisational Consultation from City University London in conjunction with The Tavistock Institute, and was formerly the Director of the Organization Program of the William Alanson White Institute in New York City.

Chapter 1 Introduction: Consultancy Roles, Risks and Relationships, Susan Rosina Whittle; Chapter 1a Power and the Internal: Working on the Edge, Andrew Day; Chapter 2 Strategic Moments in Internal Consulting: Introductionducing Functional Learning Environments in a Social Care Organization, Pauline Holland; Chapter 3 Dining with the Devil; Chapter 4 Managing Projects: How an Organization Design Approach Can Help, Robin C. Stevens, Susan Rosina Whittle; Chapter 5 Quick, Quick, Slow: Time and Timing in Organizational Change, Susan Rosina Whittle; Chapter 6 Family Business: Inside and Outside the Systems at Play, Sally R. Wigutow; Chapter 7 By Invitation Only?, Lisa Gardiner, Elizabeth Summers, Gerhard Raftl; Chapter 8 Too Close for Comfort: Attending to Boundaries in Associate Relationships, Karen Izod; Chapter 9 Theory for Skilled Practitioners, Robin C. Stevens;