The change process to agile public relations

Despite agility’s increased importance for public relations, the change process from traditional, hierarchically structured public relations to a dynamic agile entity has not yet been comprehensively investigated. This article tackles the research desideratum by discussing this change process from a structuration-theoretical perspective. The subsequent empirical analyses via two qualitative studies from the field of corporate communications focus on the perspective of consultants. These experts support the communication management in this change process with their expertise and neutrality, which the public relations departments themselves lack. Thus, consultants are key contacts for an explorative analysis of the change process toward more agility. In the first study, 39 consultants were interviewed about the change processes that they have guided in order to transform public relations into an agile department. The subsequent case study focuses on an internationally active medical technology manufacturer and analyzes their experience with consulting throughout the agile change process in their public relations department. The results show that the concept of recursiveness is central to the successful implementation of agility in public relations. Expressed in the language of structuration theory, consultants aim to develop rules and resources as modalities that describe an agile structure and then translate them directly into actions. These modalities are continuously developed via sprints, a dynamic process that results in the constant adaptation of the agile structures until the desired result is achieved. The results illustrate the advantages of a neutral, outside authority for the implementation of such a change process.     

A family systems-based model of organizational intervention

Employee assistance professionals are expected to be proficient at intervening in organizations and creating meaningful behavioral change in interpersonal functioning. Because of their training in family systems theories and concepts, marriage and family therapists (MFTs) are well suited to serve organizations as "systems consultants." Unfortunately, the authors were unable to identify any family systems-based models for organizational intervention that have been empirically tested and supported. In this article, the authors present a family systems-based model of intervention that they developed while working in an employee assistance program (EAP). They also present research that was used to refine the model and to provide initial support for its effectiveness.     

Hidden Agendas in Beratungs-und Veränderungsprozessen

Consulting and organization development claim to boost the client organization’s efficiency — this official goal is frequently foiled by hidden agendas which are not officially communicated. Hidden functions of consulting are to prove to the management’s legitimacy, to explain the failure of change processes, to strengthen the initator’s position in internal power struggles or to relieve the system from conflict. On the consultants’ side there is a tension between professionalism on one side and the necessity to secure follow-up projects and to sell standard products on the other side. The authors present possible interpretations for such hidden agendas and illustrate them with case studies from their practical experience as consultants.     

SYSTEMS CONSULTATION AND HEAD START: AN ALTERNATIVE TO TRADITIONAL FAMILY THERAPY

As Marriage and Family Therapists (MFTs) enter Head Start programs, systems consultation emerges as a viable alternative to providing therapy to enrolled children and families. As systems consultants, family therapists can offer organizational consultation, training, and support to Head Start staff, classroom interventions, and direct work with families. This article describes a multidimensional model for providing comprehensive mental health consultation to Head Start programs. It explores the skills necessary for MFTs to work effectively as systems consultants. Finally, recommendations are made for applying the model in both university and private settings.     

Training Policy Governance in Nonprofit Boards of Directors: The Views of Trainer‐Consultants

Although scholars widely discuss John Carver's (1990) Policy Governance model for nonprofit organizations, they have conducted little formal research on the implementation of the model. For this study, the researchers surveyed ninety‐two trainer‐consultants who graduated from Carver's Policy Governance Academy. The goal was to learn three things from their experiences: (1) whether trainer‐consultants maintain the model as a coherent whole or teach only parts of it; (2) what they perceive as the major challenges for nonprofit boards in implementing the Policy Governance model; and (3) what contextual factors, if any, they feel affect implementation of the model across nonprofit boards with different characteristics. Survey responses indicated that (1) consultants predominantly teach the model as a whole, (2) particular policy areas appear to be problematic for nonprofit boards of directors that implement the model, and (3) two contextual factors may negatively affect the ability of a board of directors to successfully implement Policy Governance boards larger than fifteen members, and organizations with no hierarchy, where the board also functions as staff. Overall, consultants' responses indicated that they feel Policy Governance is far superior to other models, but they recognize the problems and challenges that boards face in trying to implement it.     

Computerizing the Small Non-Profit

Summary

Small non-profit organizations that computerize their operations face a number of problems because of their lack of financial resources and technically trained personnel. A group of computer consultants discuss typical experiences of computerization that bear on organizational and personnel issues, the organization's relation to consultants, and training. Factors emphasized are the importance of using informal computer champions; management involvement; obtaining second opinions on consultants' recommendations; paying consultants after satisfactory results are obtained; and training staff in small, incremental steps growing out of their job functions.     

Lernen, Zwang und Niedergang in der Organisationsentwicklung

Organizational development needs a theory of the subject and a theory of change. The underlying values and mental models of learning, constraint, free will and mainting and/or disintegrating a system shape the theory of change. The objective of this essay is to increase the complexity of the theory and as a result, increase the ability of consultants to come in contact with different mental models that occur in organizations.     

Between Society,politics and the market: The structure and future of Social Scientific research against the background of the process of Internationalization

The present article looks at the challenge posed by the process of internationalization for the social sciences and examines the structural constraints on the development of adequate comparative social‐scientific research. The comparative advantages and disadvantages of universities, consultants and the professionalized research sector respectively are discussed. A model of networking is proposed as one that entails the main potential for development in this direction.     

Plain old Bess in a different dress? Disruptions of public relations in the digital age

This paper focuses on the disruptions in the digital age through the lens of public relations experts from the private sector. In order to understand whether the PR profession is undergoing a major or just a minor change, this study focuses on expert attitudes toward the disruptions and the perceived change of their identity, strategy, and structure of PR. The analysis of semi-structured in-depth interviews yielded six themes: changes that are shaping the industry, changes in organizational identity, occupational definitions and roles, structural aspects, the difference between PR communication strategy and digital PR-strategy, new methods, tools, and measurement models and finally predictions for the future. Three main conclusions arise from these themes: PR agency self-identity is in a process of change from media-relations to strategic consultants; the main source of the change is perceived as media disruption rather than digital disruption (although they are interrelated); and the future in PR is predicted as the all-in-one marketing communications agency, which might develop into a new, hybrid, profession.     

Examining the expertise,experience, and expedience of crisis consultants in Singapore

By most accounts, crisis preparedness in organizations globally has been appalling (0035 and 0250). The situation is no different in Singapore (Wu & Dai, 2001). With crisis expertise often lacking from within organizations, many resort to engaging public relations (PR) agencies to help. This study, which is inspired by Frandsen and Johansen's (2008) study in Denmark, aims to evaluate the contributions of consultants from PR agencies. Adapting indicators to assess professionalism proposed by Lages and Simkin (2003) and Sallot, Cameron and Lariscy (1997) and integrating them with variables from the contingency theory (Pang, Jin, & Cameron, 2010), this study seeks to examine: (1) the level of expertise of consultants in offering crisis management consultancy; (2) the level of experience of consultants offering crisis management consultancy; and (3) the value and expedience of the consultancy services offered. Findings showed that agencies in Singapore hired consultants based on skills such as writing, speaking and ability to manage the media. For some, lack of direct experience was compensated by in-house training. International agencies appeared to have an advantage over the local agencies by virtue of their access to expertise and knowledge from their international network. However, as the majority of agencies had only managed few crises, it was difficult to assess the value these consultants added. Studies examining consultants in PR agencies are rare. It is hoped this study would trigger research around the world.     

Evaluation Logics in the Third Sector

In this paper I provide a preliminary sketch of the types of logics of evaluation in the third sector. I begin by tracing the ideals that are evident in three well-articulated yet quite different third sector evaluation practices: the logical framework, most significant change stories, and social return on investment. Drawing on this analysis, I then tentatively outline three logics of evaluation: a scientific evaluation logic (systematic observation, observable and measurable evidence, objective and robust experimental procedures), a bureaucratic evaluation logic (complex, step-by-step procedures, analysis of intended objectives), and a learning evaluation logic (openness to change, wide range of perspectives, lay rather than professional expertise). These logics draw attention to differing conceptions of knowledge and expertise and their resource implications, and have important consequences for the professional status of the practitioners, consultants, and policy makers that contribute to and/or are involved in evaluations in third sector organizations.     

Wie könnten wir Organisationsentwicklungen partizipativ gestalten?

Within this contribution, we discuss how the Design Thinking (DT) approach can be used by consultants to systematically integrate participatory aspects into change processes. Instead of perceiving employees as passive and resistant to change, the DT process aims at involving the workforce into the planning and implementation of change projects. Furthermore, we highlight why it is important to understand organizations as complex systems that require an iterative goal-oriented procedure to implement change holistically. The DT phases (inspiration, ideation, and implementation) are described, illustrated on the basis of case studies, and complemented by findings from behavioral sciences. To increase the likelihood that the DT mindset will be integrated into an organization’s structure, we underscore which aspects should be considered while embedding this user-oriented approach into an organization’s culture. Finally, we highlight the parallels between the DT approach and action research, as developed by Kurt Lewin, and discuss how DT can help to make the work within an organization more meaningful.     

Exploring OD in Africa: A response to David Lewis

Organization development (OD) has become an increasingly popular approach among international donors who are eager to improve the impact of their aid to developing countries. Major questions, however, have been raised as to whether this is not another example of “technique peddling” by Western donors and consultants. Many argue that this participatory, imported, Western approach to organizational change relies on cultural assumptions of open discussion that are simply not present in many developing societies. Taking up Lewis's challenge in his article “Organization and Management in the Third Sector: Towards a Cross‐Cultural Research Agenda” (NML 2002), this article explores the veracity of such concerns. Using practitioner experience of implementing OD with African NGOs, this article reveals that many principles of OD are pre‐existing within African cultures and are not a new foreign import. It concludes that, as with any culture, there are aspects that undermine and reinforce particular approaches to management and change. An anthropological perspective can assist in understanding the local culture sufficiently to be able to identify, avoid, or overcome cultural resistance, while at the same time using cultural symbols as levers for change.     

Applying research to practice: generalist and specialist (visual ergonomics) consultancy

Ergonomics is a holistic discipline encompassing a wide range of special interest groups. The role of an ergonomics consultant is to provide integrated solutions to improve comfort, safety and productivity. In Australia, there are two types of consultants--generalists and specialists. Both have training in ergonomics but specialist knowledge may be the result of previous education or work experience. This paper presents three projects illustrating generalist and specialist (visual ergonomics) consultancy: development of a vision screening protocol, solving visual discomfort in an office environment and solving postural discomfort in heavy industry. These case studies demonstrate how multiple ergonomics consultants may work together to solve ergonomics problems. It also describes some of the challenges for consultants, for those engaging their services and for the ergonomics profession, e.g. recognizing the boundaries of expertise, sharing information with business competitors, the costs-benefits of engaging multiple consultants and the risk of fragmentation of ergonomics knowledge and solutions. Since ergonomics problems are often multifaceted, ergonomics consultants should have a solid grounding in all domains of ergonomics, even if they ultimately only practice in one specialty or domain. This will benefit the profession and ensure that ergonomics remains a holistic discipline.     

Gruppendynamik in virtuellen Teams

The article analyses the group-dynamic phenomenon’s in virtual teams. The individual and his required competences, the way a group gets together and cooperates, the importance of common goals and the quality of different technical communication channels are discussed. In addition to the theoretical analysis, experiences from people who have experience in virtual cooperation (managers, consultants and project-managers) are summarized; their quotations reflect the working atmosphere. Many hints and suggestions for managers and consultants are given!     

Externe Beratung in der Gemeinde-, Stadt- und Regionalentwicklung: Lernen aus der Organisationsentwicklung

This essay discusses the work of external consultants in the context of urban development processes. It suggests that this new field can profit from theories, methods and experiences from the area of organizational development and explores what elements are adaptable. On the basis of the comparison of different approaches to change in organizations and in spatial contexts first conclusions concerning external consultation in spatial development processes are drawn. A neighbourhood development process in the city of Winterthur, Switzerland is analyzed using the case study research method. The evaluation of the case study shows that a similar framework of interventions has been used as in organizational development and points at the need for combining specialist and process consultation in neighbourhood development. Finally, on the basis of the theoretical and empirical findings a conceptional structure for external consultancy is suggested.     

Uniqueness of family therapists as family business systems consultants: a cross-disciplinary investigation

The purpose of this study is to address how the consulting approaches of family therapists working with family businesses differ from those of business consultants. The logic of analytic induction was used to analyze qualitative data from family business consultants with and without training in family therapy. Consultants were asked to respond to two vignettes: one emphasized primarily family system problems, whereas the other emphasized business problems with influencing issues at the family/business intersection. Both similarities and differences were found in reference to problem assessment, consulting goal orientation, intervention strategy focus, consultant role and function, and consulting setting preference between consultants with and without family therapy training. Results indicate that consultants of each discipline provide a unique perspective and expertise that allow them to successfully address the spectrum of issues that family firms face. Further, findings highlight the unique contribution of family therapists to an interdisciplinary consulting team.