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Essay / Research Paper Abstract
This 5 page paper discusses the following quote “Many consultants claim that diagnosis begins from the first moment the consultant is in touch with a client and, in fact, that the notion of diagnosis cannot be separated from the notion of intervention”. The statement is discussed and both sides of the argument are considered before a conclusion is reached. The bibliography cites 8 sources.
Page Count:
5 pages (~225 words per page)
File: TS14_TEdiagnos.rtf
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Unformatted sample text from the term paper:
of a logical order the use of observation and diagnosis in order to assess the position of a business and the option and then the development of the best intervention
strategy. However, today some consultant argue that the separation between the different tasks is not this simple and that the diagnosis starts fro the initial contact with the client and
that diagnosis cannot be separated from intervention. Evidence indicates that the first meeting will impact on the rest of any relationship, business or personal (Haralambos and Holborn, 2000). This
first impression is one that will have a long term impact and how ever it is viewed it is likely that this will impact on the way any diagnosis take
place. It is also worth noting that for any company the first impression is not only important to the consultant, but also to the customers and companies they deal with.
However this does not mean there is full integration and overlap between the diagnosis and the intervention. In the traditional approach there is a logical progression which may be
become cyclic but there cannot be the an intervention before there is a diagnosis of what is wrong, with a logical step by step approach (Kolb and Frohman, 1970). If
we look at the many models of change where there is the need for intervention to change the way that companies operates most models will have a logical progression, with
Lewin (1951) the stages are to unfreeze, undertake the change and then refreeze. Margerison and Smith (1989, quoted in Thompson, 2005) identified four key features which can be seen to
directly relate to Lewins theory. The first stage is dissatisfaction. This is comparable to the initial driving force behind Lewins need to change. This can be the drop in profit,
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