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Process consultation revisited 29 revisited as reflective relational practice in the here-and-now, is yet to be considered as the basic carrier of deep organizational and social change processes.
References Argyris, C., & Schön, D. (1978). Organizational learning. A theory of action perspective. Reading, MA: Addison-Wesley. Process consultation revisited 30 Barrett, F.J., & Cooperrider, D.L. (2001). Generative metaphor intervention: A new approach for working with systems divided by conflict and caught in defensive perception. In D.L. Cooperrider, P.F. Sorensen, T.F. Yaeger, and D. Whitney (Eds.), Appreciative inquiry: An emerging direction for organization development (pp. 147-174). Champaign, IL: Stipes Publishing. Bass, B.M. (1965). Organizational psychology. Boston: Allyn & Bacon. Beer, M. (2000). Research that will break the code of change. The role of useful normal science and usable action science. A commentary on Van de Ven and Argyris. In M. Beer & N. Nohria (Eds.), Breaking the code of change (pp. 429- 446). Boston, Massachusetts: Harvard Business School Press. Beer, M., & Nohria, N. (2000). Breaking the code of change. Boston, Massachusetts: Harvard Business School Press. Block, P. (2000). Flawless consulting: A guide to getting your expertise used. San Francisco: Jossey-Bass. Bourdieu, P. (1980). Le sens pratique. Paris: Minuit. Bouwen, R. (1998). Relational construction of meaning in emerging organizational contexts. European Journal of Work and Organizational Psychology, 7, 299-319. Bouwen, R.(2001). Developing relational practices for knowledge intensive organizational contexts. Career Development International, 6, 361-369. Bouwen, R. (2007). ‘Relational practices’ as generative metaphors for
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