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Improving Reliability and Maintenance from within: How to be an Effective Internal Consultant [Hardback]

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  • Formāts: Hardback, 350 pages, height: 229 mm, Illustrations
  • Izdošanas datums: 01-Apr-2007
  • Izdevniecība: Industrial Press Inc.,U.S.
  • ISBN-10: 0831133325
  • ISBN-13: 9780831133320
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  • Hardback
  • Cena: 87,23 €
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Improving Reliability and Maintenance from within: How to be an Effective Internal ConsultantPalielināt
  • Formāts: Hardback, 350 pages, height: 229 mm, Illustrations
  • Izdošanas datums: 01-Apr-2007
  • Izdevniecība: Industrial Press Inc.,U.S.
  • ISBN-10: 0831133325
  • ISBN-13: 9780831133320
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9780831133320.html
Keywords:
This unique book is perfect for those who are internal consultants...and may not know it...recognize the value of their efforts and help them learn the skills required to optimize their performance. It explains the internal consultant's role and describes the various tasks in which they become engaged. What's more, it provides information that will enable users to improve their performance and deliver greater value. Also included is the Internal Consultant's Web of Change - a tool that will help individuals recognize their strengths and their areas that need improvement. This practical resource does more than start internal consultants on the road to improvement, it accompanies them on the journey! Upper management looking to understand internal consulting, middle tier reliability and maintenance management, and those who hold ""special projects"" positions will find this reference extremely useful.
Foreword ix
Preface xi
Acknowledgement xiii
About the Author xv
Chapter 1 The Journey to Internal Consulting 1
1.1 My Journey to Internal Consulting
1
1.2 Why I Wrote This Book
5
1.3 Who Can Benefit
8
1.4 Why Is This Book Different
10
1.5 What Is Included
11
1.6 Navigating Through the Book
17
1.7 Getting Started: A Message to the Reader
17
Five Things to Think About or Do
19
Chapter 2 What is an Internal Consultant? 21
2.1 External Consulting
21
2.2 Internal Consulting
24
2.3 Consulting Defined
26
2.4 Internal Consulting Traits and Skills
31
2.5 The Internal Consultant RACI
34
2.6 The Internal Consultant Continuum
36
2.7 Internal Consulting Risk
38
2.8 Internal Consulting Frustration
40
2.9 What Does Success Look Like?
40
Five Things to Think About or Do
41
Chapter 3 Strategic vs. Tactical Work 43
3.1 You Can't Do Both
43
3.2 Strategic and Tactical Thinking
45
3.3 Left Brain Right Brain
48
3.4 The Internal Consultant Dilemma
50
3.5 The Company
51
3.6 The Internal Consultant
53
3.7 The Balance: Left Brain – Right Brain
56
Five Things to Think About or Do
56
Chapter 4 The Business Case for Internal Consulting 57
4.1 Why Is a Business Case Needed?
57
4.2 What Is a Business Case?
60
4.3 The Components
61
4.4 What an Internal Consultant Business Case Looks Like
64
4.5 You Need a Business Case for All That You Do
66
4.6 Presentation and Buy-In
67
4.7 Showing Value After Acceptance of the Business Case
68
Five Things to Think About or Do
69
Chapter 5 Soft Skills and the Organizational Culture 71
5.1 Change Process Failure
71
5.2 Soft Skills
73
5.3 The Organizational Culture
77
5.4 The Importance of Soft Skills and Culture to the Internal Consultant
91
Five Things to Think About or Do
91
Chapter 6 Learning Organizations 93
6.1 Introduction to Learning
93
6.2 Group Learning Defined
95
6.3 Levels of Learning and Alignment
95
6.4 How We Acquire Knowledge
97
6.5 How We Employ This Knowledge
98
6.6 Spiral Learning
103
6.7 Learning and Blame
104
6.8 Learning and the Soft Skills: The Eight Elements of Change
106
6.9 Learning and the Organizational Culture
107
6.10 What Does This Mean for the Internal Consultant?
109
Five Things to Think About or Do
111
Chapter 7 Clients 113
7.1 The Need for a Client
113
7.2 Who Are Your Clients?
114
7.3 Client Expectations from an Internal Consultant
116
7.4 Internal Consultant Expectations from a Client
118
7.5 Things Not to Be Expected
121
7.6 How to Get and Keep Clients
123
7.7 How Do You Know You Have the Wrong Client?
125
7.8 The Long-Term Client. Relationship
125
Five Things to Think About or Do
126
Chapter 8 The Internal Consultant's Work Process 127
8.1 Basic Internal Consulting
127
8.2 The Process
129
Five Things to Think About or Do
149
Chapter 9 Resistance 151
9.1 Resistance Discovered
151
9.2 Resistance as a Part of Change
153
9.3 Why Do People Resist?
154
9.4 Forms of Resistance
155
9.5 Coping with Resistance
158
9.6 Working to Address Resistance
162
9.7 Resistance is Actually Group Learning
166
Five Things to Think About or Do
167
Chapter 10 The Internal Consultant's Role 169
10.1 The ion Suffix
169
10.2 The ion Tasks
170
Five Things to Think About or Do
184
Chapter 11 Work Teams 185
11.1 You Are Not The problem Solver
185
11.2 The Definition of Teams
186
11.3 Types of Teams
190
11.4 Membership
193
11.5 The Internal Consultant's Role in the Process
195
11.6 Teams and the Eight Elements of Change
198
11.7 Teams and the Four Elements of Culture
199
11.8 The Internal Consultant as the Team Catalyst
200
Five Things to Think About or Do
201
Chapter 12 Working with External Consultants 203
12.1 The Problem
203
12.2 What is a Change Management Consultant?
205
12.3 Work Philosophy
206
12.4 Internal and External Consultants Each Have Value
212
12.5 How Clients Can Hinder the Process
214
12.6 How Consultants Can Hinder the Process
215
12.7 Working as Partners
217
12.8 What the Client Needs to Do
217
Five Things to Think About or Do
218
Chapter 13 Business Ethics for Internal Consultants 219
13.1 Do No Harm
219
13.2 Ethics Defined
222
13.3 Why Do We Make Unethical Choices?
223
13.4 Who We Can Harm
224
13.5 Conflicting Ethics
226
13.6 Guidelines to Ethical Behavior
229
Five Things to Think About or Do
234
Chapter 14 Completion of the Work 235
14.1 Completion
235
14.2 Completion Defined
236
14.3 Signs of Failure to Complete
240
14.4 What You Can Do to Assure Completion
243
14.5 The Completion Checklist
244
14.6 Moving On But Checking Back
248
14.7 One Last Note On Completion
250
Five Things to Think About or Do
250
Chapter 15 Readiness and Sustainability 251
15.1 The Need for Readiness
251
15.2 The Need for Sustainability
252
15.3 The Need for Readiness and Sustainability
254
15.4 The Meaning of Change Readiness
255
15.5 Who Needs To Be Ready?
256
15.6 When Do You Get Ready?
258
15.7 How To Get Ready
259
15.8 Readiness and the Internal Consultant
262
15.9 Sustainability
264
15.9.1 Organizational Values
266
15.9.2 Role Models
267
15.9.3 Rituals and the Supporting Rites
268
15.9.4 The Cultural Infrastructure
268
15.10 Readiness and Sustainability: Two Equal Parts of the Process
269
Five Things to Think About or Do
269
Chapter 16 Improving Your Internal Consulting Skills 271
16.1 How Are You Doing?
271
16.2 The Scope of the Feedback Effort
272
16.3 Client Feedback
273
16.4 Self Assessment
274
16.5 The Internal Consulting Web: Self Assessment View
275
16.6 The Internal Consulting Web: Client's View
278
16.7 What Do You Do With the Survey Information?
281
16.8 Internal Consulting Performance Improvement
282
Five Things to Think About or Do
284
Chapter 17 The End of the Beginning 285
17.1 The Guide
285
17.2 The Summary
286
17.3 Final Thoughts
288
Appendix 1 The Goal Achievement Model 291
A1.1 The Goal Achievement Model
291
A1.2 How the Goal Achievement Model Works
294
A1.3 Goal Achievement: An Example
296
Appendix 2 RACI 303
A2.1 RACI Charting
303
A2.2 RACI Guidelines
303
A2.3 The Job Roles
304
A2.4 A RACI Example
305
Appendix 3 The Internal Consultant's Web of Change 307
Bibliography 339
Figure Index 341
Table Index 343
Index 345