This book brings together various insights and ideas I have acquired over fifty years of research, teaching, and consulting and, at the same time, reflects how the kinds of problems that organizations face in our rapidly changing world have forced the evolution of those ideas.

As I began my career as a human relations trainer and part-time consultant in the 1960s, I evolved the model of Process Consultation (introduced in my books Process Consultation, 1969; and Process Consultation Revisited, 1999), which emphasizes the need to involve the client in the process of figuring out what is wrong and what can be done about it. After several decades of working with this model and updating the book, I began to realize that the model we were ...

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