SYMLOG Field Theory: Organizational Consultation, Value Differences, Personality and Social Perception

Table of contents

• Title Page iii
• Contents v
• Illustrations ix
• Foreword: Consulting with Symlog xv
• Preface xvii
• Acknowledgments xix
• 1: Symlog Field Theory 1
• Part I Organizational Consultants Use Symlog 9
• Introduction 9
• 2: David J. Carey Facilitates Three-Day Teambuilding with Police 11
• 3: Marilyn Deming Promotes Leadership Effectiveness in a Multiphase Intervention with a Hawaiian Corporation 27
• 4: Robert O. Farquhar Combines Organizational and Individual Feedback with the Executive Committee of a Scientific Research Unit 41
• 5: George L. Whaley Predicts the Potential for a Successful Merger of Two Small Engineering Service Firms 57
• 6: Leadership Can Be Taught 83
• Part II Diversity in Value Systems Introduction 85
• 7: Implications for Cross-Cultural Management Training: A Comparison of Chinese and American Managers 87
• 8: North American and Italian Managers' Views of Effective Leadership and Teamwork: A Cross-Cultural Perspective 103
• 9: Management of Diversity: An Assessment of Cross-Race Managerial Behaviors and Implications for Minority Managers' Career Development 111
• 10: Perceptions of Observed and Model Values of Male and Female Managers 127
• 11: Political Leaders in the Symlog Space 137
• Part III Applications in Social Psychology 153
• Introduction 153
• 12: Personality and Perceived Values: Myers-Briggs Type Indicator and Coworker Ratings on Symlog 155
• 13: Implicit Personality Theory, Social Desirability, and Reflected Appraisal of Self in the Context of New Field Theory (symlog) 175
• Appendix a A Brief History of Symlog: in Headlines and Footnotes 193
• Appendix B Symlog Consulting Materials 201
• Bibliography 231
• Name Index 243
• Subject Index 247
• About the Contributors 251

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