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Author Bio
DeWine, Sue : Ohio University Eastern Campus Sue DeWine is Professor or Organizational Communication at Ohio University and former Director of the School of Interpersonal Communication for eleven years. She is author or co-author of seven books and over 50 publications and book chapters on interpersonal relationships at work, training and consulting. She is currently writing Misunderstandings at Work with Dan Modaff (2000). Sue has been a consultant for over 25 years with Fortune 500 companies, government agencies, associations, and academic institutions.

Review
�This text is a great primer for young scholars and professionals in organizational communication consulting. It is a valuable resource and a recommended addition to anyone�s consulting toolbox.� --Steven Madden, Clemson University Von Holtzbrinck Publishing Services Web Site, December, 2000

Summary
Practical advice on common organizational conflicts and situations. An application-oriented approach illustrates the relevance of theoretical knowledge through examples and case studies, effectively eliminating the barrier between the theory and practice of organizational communication. Takes students from the identification of problems to the assessment of solutions. The Consultant's Craft shows students how to identify problems within an organization, plan their resolution, persuade management to accept a plan, implement that plan, and finally explains how to assess the effectiveness of the solution. Offers uniquely detailed coverage of the role of interpersonal relationships. More than any other text, The Consultant's Craft examines the impact of interpersonal relationships, including office romances, on communication in the workplace (Chapter 19, "Helping Clients Manage Personal and Professional Relationships at Work."). Assessment tools allow students to experiment and grow familiar with the tools of the trade. The Consultant's Craft has checklists, evaluation forms, and questionnaires that students can use to evaluate and improve their own communication skills and develop in-class demonstrations.

Table of Contents
PART I. OVERVIEW 1. The Craft of Consulting Defining Craft in the Consulting Context Organizational Communication and the Communication Manager Application of Organizational Communication Principles Intervention Assessment Skills Needed by the Communication Manager Eight Principle Skills Form 1.1: Self-Assessment Checklist for Organizational Communication Specialists Activities of Communication Managers The Consummate Trainer Internal and External Communication Specialists: A Comparison Common Factors Differences Between Internal and External Consultants Preferences for External or Internal Assistance LESSONS LEARNED: A Consulting Story from Patrice Buzzanell Additional Resources 2. Defining Training, Consulting, Counseling, and Coaching Helping Professions Training Skills Consulting Skills Definitions of Consulting Approaches to Consultation Career Options LESSONS LEARNED: Some Practical Definitions for the Client Additional Resources 3. Stages of the Consultation Process and Developing Initial Credibilty Stages of the Consultation Process Initiation and Entry The First Meeting Developing a Contract Sample Contract Data Collection Applying Skills to Resolve Issues: The Consulcube Model Levels of Organization Intervention Approaches Categories of Issues Application Models LESSONS LEARNED: The Most Important Question to Ask the Client Additional Resources PART II. IDENTIFYING COMMUNICATION PROBLEMS 4. Conducting Needs Assessments How Do We Know When a Problem Exists? Sampling Procedures Random Sampling Stratified Sampling Data Collection Methods The Questionnaire Content Matrix Structuring of Questions Advantages and Disadvantages of Questions Interviews The Interview Guide The Opening Statement Note Taking Avoidance Bias -- Inducing Behavior A Favorable Atmosphere Advantages and Disadvantages of Interviews Observations Critical Incidents Organizational Outcomes LESSONS LEARNED: What's Wrong with My Data? Additional Resources 5. How Do We Know What We Have When We Have It? Data Analysis Classic Errors in Data Analysis Effective Diagnosis Objectivity Feedback versus Handback Frequency and Hypothesis Testing Content Analysis and Grounded Theory Multiple Approaches Tips for Analyzing Results SAMPLE REPORT LESSONS LEARNED: A Primer on Statistics. Do Numbers Lie? Additional Resources PART III. TRAINING AND CONSULTING STRATEGIES AND TECHNIQUES 6. Using Training Techniques Lectures Limitations Advantages of Lectures Features of Dynamic Lectures Using Visual Information Effectiveness of Visual Aids Cautions in Using Visual Aids and PowerPoint Video- and Computer-Aided Training/Online Training Self-Assessment Instruments Benefits and Hazards of Self-Assessment Instruments Effective Use of Self-Assessment Instruments Case Studies Types of Case Studies Effective Use of Case Studies CASE STUDY: Managing After the Merger: Feedback at BAS Small Group Activities Structured Experiences Role Play Simulations Purposes of Simulation Sample Simulation Outdoor Games Sample Outdoor Games Designing and Directing Training CASE STUDY:What Would You Do? LESSONS LEARNED: Training Techniques Most Likely to Succeed Additional Resources 7. Technology and Training and Consulting Online Training Email Voicemail Tips for Using Voicemail LESSONS LEARNED: How Can the Consultant Keep Ahead of New Technologies? 8. Designing Consulting Interventions Organizational Development and Intervention Categories of Intervention Diagnostic Interventions Communication Audit Sample Audit Instruments Survey Feedback Process Interventions Process Observation Confrontation Meeting Negotiation Executive Coaching A Sample Coaching Interview Problem-Solving Interventions Decision-Making Interventions Force Field Analysis Sample Force Field Analysis Form Synectics Nominal Group Technique The Delphi Technique Strategic Planning Designing and Directing a Consultation Intervention LESSONS LEARNED: Consulting Interventions Most Likely to Succeed Additional Resources PART IV. CORRECTING COMMUNICATION FAILURES 9. Isn't Anyone Listening? Using Active Listening Techniques Why Is Listening Important? Types of Listening Poor Listening Myths about Listening Poor Listeners: Who Are They? Why Does Poor Listening Exist? Active Listening: What Is It? Tips on Listening for the Consultant and Clients LISTENING QUIZ LESSONS LEARNED: A Consulting Story from Susan and Peter Glaser Additional Resources 10. Why Are Meetings So Boring and Unproductive? Managing Meetings Why Meet? To Announce Organizational Changes To Increase and Improve Solutions To Gain Acceptance of a Decision through Participation To Cultivate Members as Individuals When Should a Meeting Not Be Called? Roadblocks to Effective Meetings Groupthink Procedural Issues Techniques for Making Meetings More Productive Directing Traffic Separating Topic from Procedure Identifying Roles Group Leadership Preparation for Meetings Learning about Participants Attending to Logistics Planning a Conference or Convention MEETING LEADER CHECKLIST Tips for Successful Meetings LESSONS LEARNED: A Consulting Story from Anita C. James Additional Resources 11. When Your Client Asks, "How Can I Face this Audience?" When Will I Ever Have to Give a Speech? Speaking Internally Speaking Externally Knowing and Understanding Your Audience How Will They React to the Content? What Form of Presentation Will Deliver the Message? What Is the Audience's Attitude Toward You and the Event? How Long Should the Presentation Be? Structure First Impressions Opening Remarks Organization Cause-To-Effect Pattern Chronological Order Topical Approach Problem-Solution Pattern Closing the Sale Strategies Credibility Reasoning and Supportive Material Persuasion Emotional Appeal Delivery Obstacles to Effective Delivery Extra Pizzazz Tips on Public Performance CHALLENGE READINESS INVENTORY LESSONS LEARNED: A Consulting Story from Sue DeWine Additional Resources 12. Can this Group Work as a Team? Team-Building Techniques Readiness for Team Building When Not to Attempt Team Building How to Determine Readiness Readiness of the Organization Team Development Questionnaire Mind-Set of the Group Advantages of Team Building Criteria For Evaluating Teams Objectives Structure Energy Atmosphere Group Roles Schein's Categories Team Development Scale, by William G. Dyer Maintenance Functions Boundary Management Functions New Groups Types of Organizational Groups Team-Building Session Voluntary Participation Debriefing Time Openness and Trust Guidelines and Confidentiality Conflict Resolution Group Activities LESSONS LEARNED: A Consulting Story from Sandy Cheldelin and Sue DeWine Additional Resources 13. How Do You Tell Clients What Kind of Job They Are Doing? Using Descriptive Feedback Types of Feedback Effective Feedback Useful Content Timeliness Clarity and Accuracy Performance Appraisal Tips on Providing Feedback LESSONS LEARNED: A Consulting Story from Judith Sturnick Additional Resources 14. How Do I Cope With Difficult People? Dealing with People and Conflict Identifying the Difficult Personality Dealing with the Difficult Person Conflict and Stressful Events Types of Conflict Conflict-Response Styles A Conflict-Style Instrument Stages of a Conflict Causes of a Conflict Analysis of a Conflict LESSONS LEARNED: A Consulting Story from David Seibold Additional Resources 15. How Can People Get Organized When the Rules Keep Changing? Understanding Change Processes Types of Change Resistance to Change Explaining the Need for Change Gaining Support for Change Dealing with Expectations for Change Implementing Change Strategic Planning Goals, Objectives, and Action Plans Planning Model Consultant's Tips LESSONS LEARNED: A Consulting Story from Sue DeWine and Liane Gray Starner Additional Resources 16. Globalization and International Consulting � Mary Eicholtz Understanding Culture Individualist versus Collectivist Cultures High and Low Context Cultures Consulting in Another Culture Cultural Impact on Specific Interventions Suggest Interventions in Different Cultures Preparing Corporate Leaders for a Global Society Communication Behavior and Intercultural Business Success Managing Intercultural Communication Self-Assessment of Intercultural Communication Practices LESSONS LEARNED: A Consulting Story from Sue DeWine Additional Resources PART V. EVALUATING SUCCESS 17. Evaluating the Impact of Training Obstacles to Evaluation Training Evaluation Myths Inadequate Evaluation Methods Criteria for Evaluation Background Information Levels of Evaluation Kirkpatrick's Model Evaluation Methods Training Impact Questionnaire LESSONS LEARNED: Did the Training Make a Difference in Performance? Additional Resources 18. Strategies for Evaluating a Consultation Criteria for Evaluating a Consultation Evaluating the Consultant's Effectiveness Evaluating the Consultant's Satisfaction Evaluating the Client's Satisfaction Evaluating the Projects Outcome Professional Development The Learning Needs Assessment Scale Interpreting the Meaning of Statistics Choosing Evaluation Techniques LESSONS LEARNED: Did the Consultant Earn His Salary? Additional Resources PART VI. PROFESSIONAL DEVELOPMENT FOR THE CONSULTANT 19. Helping Clients Manage Personal and Professional Relationships at Work Gender and Professional Relationships Relationships with Bosses and Clients Mentoring Facilitated Mentoring Benefits of Mentoring Types of Mentors Termination of Mentoring Relationships Friendships at Work Romance at Work Beliefs about Office Romances Studies of the Effects of Office Romances LESSONS LEARNED: How Can I Maintain Friendships and Professional Contacts at the Same Time? Additional Resources 20. The Business of Consulting: Entrepreneurship, Marketing, Ethics, and Career Development The Business Plan Parts of a Business Plan Forms of Ownership Sample Budget Marketing Identifying Your Market Niche Getting the Word Out Indirect Marketing Direct Marketing Websites Ethics Obligations to the Client Ethics and Professional Behavior Career Development Career Paths for Consultants Financial Rewards of Consulting Future Directions Criteria for Evaluating One's Consulting Business LESSONS LEARNED: Surviving the Consulting Business. Additional Resources References Author Index Subject Index


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