Reflexive Inquiry: A Framework for Consultancy Practice

149 Pages·2006·1.526 MB·English

by  Christine Oliver, Sheila McNamee

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8 A Framework for
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Christine Oliver
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7 Foreword by
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9 Sheila McNamee
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Systemic Thinking and Practice Series
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Series Editors
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David Campbell & Ros Draper
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111 CONTENTS
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211 SERIES EDITORS’FOREWORD vii
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ABOUT THE AUTHOR ix
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3 FOREWORD by Sheila McNamee xi
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INTRODUCTION xv
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6 PART I
7 FRAMESANDTOOLS 1
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9 1 Reflexive inquiry principles for consultancy practice 3
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2 Reflexive inquiry tools for coordinating conversation 27
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PART II
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WORKING WITH REFLEXIVE INQUIRY 41
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5 3 The monks’ tale: a community learning to co-exist 43
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4 Reflexive inquiry for organizational development 65
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vi CONTENTS
111 PART III
2 REFLEXIVE INQUIRYAS AQUALITATIVE
3 RESEARCH TOOL 87
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5 Constructing a research lens for reflexive inquiry 89
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6 6 The peace builders’ story: a problem of strategic
7 coherence 99
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PART IV
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CONCLUSIONS AND DEVELOPMENTS 113
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1 7 Reflexive strategies for critical consciousness 115
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REFERENCES 123
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4 INDEX 127
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CONTENTS vii
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211 At a time when an increasing number of models and approaches to
1 organizational work claim some connection to systemic thinking, it
2 is very helpful to find a book that brings many conceptual strands
3 together. As in any field, boundaries between theoretical models
4 are essential at an early stage of development, but then they soon
5 prevent dialogue between competing models. Christine Oliver’s
6 book opens up a dialogue by critiquing models such as Appreci-
7 ative Inquiry (AI); the Coordinated Management of Meaning
8 (CMM); and the domains model. Gradually she weaves these ideas
9 together to form her own integrative model that she calls Reflexive
30 Inquiry (RI).
1 Another feature of many organizational books is their emphasis
2 on practical solutions at the expense of theoretical explanation,
3 however Oliver has produced very strong, and very clear, theoreti-
4 cal arguments for the work she is doing, all of which helps the
5 reader take away deeper understanding as well as practical sug-
6 gestions for work with organizations. The five principles underpin-
7 ning her model are discussed methodically in two case studies to
8 enable the reader to understand how the model can be put into
911 action.
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viii SERIES EDITORS’ FOREWORD
111 One of the most interesting aspects of this innovative book is a
2 chapter about research. This sets out to explain how the RI model
3 can be adapted to research so that consultants can continue to
4 evaluate their work and learn from the process. The book is care-
5 fully constructed and extremely well argued, and we think these
6 ideas are a serious contribution to the development of the field of
7 organizational work.
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9 David Campbell
10 Ros Draper
1 London, July 2005
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111 ABOUT THE AUTHOR
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211 Christine Oliver has an MSc in Social Policy from the LSE and
1 works as an organizational consultant, systemic psychotherapist,
2 and teacher and trainer in psychotherapy and organizational stud-
3 ies at KCC Foundation and at Queen Mary College, London. She is
4 the author/co-author of a number of journal papers and book chap-
5 ters. In a recent book, Complexity, Relationships and Strange Loops: A
6 Reflexive Practice Guide (2003) with co-authors Herasymowych and
7 Senko, she advocated reflexivity as essential for building effective
8 relational practices amongst organizational members. In this book,
9 reflexivity is treated as a core practice for consultants in their work
30 with organizations.
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