SIOP 2004 Workshop Descriptions

Thursday, April 1, 2004
Sheraton Chicago Hotel & Towers

Talent Management: Care and Feeding of Senior Leaders

Presenters: Lt. Col. Cassie Barlow, U.S. Air Force
Ben E. Dowell, Bristol-Myers Squibb Company

Coordinator: Wendy Richman-Hirsch, Mercer Human Resource Consulting

There is growing recognition that organizations can gain competitive advantage through the effective management of their people. This workshop focuses on the fundamental elements of talent management systems in both government and private industry. The workshop is directed towards experienced professionals working within organizations to build sophisticated talent management practices.

Specifically, this workshop will include discussion and demonstration of:

• Leading edge talent management applications
• The interplay between business strategy, talent strategy, and talent philosophy
• The challenges faced in building integrated talent management systems 
• Potential ways to assess high-potential talent and leveraging data from such assessments
• Ways to utilize assignments to develop high-potential talent
• How to create a business case for senior leadership to focus on talent management
• Common lessons learned in managing talent management systems
• How to build and manage a talent management system in your organization
• How to utilize other developmental opportunities to develop high-potential talent
• How to analyze the needs of your high-potential talent pool

Cassie B. Barlow is the Plans and Analysis Division Chief in the Air Force Senior Leader Management Office. She has directed and carried out many applied organizational development interventions and research projects for a variety of government agencies, with an emphasis on leadership development and personnel assessment. Her primary research interests are in executive development, leadership, performance management, and organizational development. Her articles have recently appeared in the Journal of Business and Psychology and The Psychologist Manager. She has also been a contributor to the SIOP program for the last several years. Cassie received her PhD in I-O psychology from Rice University. 

Ben Dowell is vice-president, Talent Management for the Bristol-Myers Squibb Company. He is responsible for leading a group which provides coaching and consulting to the senior management of the company focused on the identification, selection, and development of senior leaders. Prior to joining Bristol-Myers Squibb in 1989, Ben held a number of management development and human resource generalist positions in various divisions of Pepsico including Frito-Lay, Pepsico Foods International, and Pizza Hut. Prior to Pepsico, he was assistant professor of Administrative Sciences in the Graduate School of Business, Kent State University, and managing partner of The Kent Group, a consulting firm he cofounded. Ben received his PhD in I-O psychology from the University of Minnesota.

Fit to Compete: Developing Strategic Alignment in Organizations

Presenter: Michael Beer, Harvard University and The 
Center for Organizational Fitness

Coordinator: Bob Barnett, MDA Consulting Group, Inc.

In a dynamic and unforgiving competitive arena, companies will increasingly win by creating an organization that has both the alignment and capabilities for superior execution of current strategies, as well as the capacity to reinvent the business in response to emerging opportunities and threats.

This workshop will present an integrated approach to building organizational capability as a source of advantageorganizational Fitness. The approach builds on the disciplines of strategic management, organizational design, organizational behavior, human resources management, and organizational change and developmentdeveloped and refined through two decades of action research with leading corporations.

The workshop will introduce and provide a set of immediately applicable principles, tools, and frameworks that will help participants:

• Develop a compelling statement of business and organizational direction
• Deepen the understanding and commitment of senior management and the larger organization to this direction
• Create an honest organizational conversation to assess the organizations current effectiveness based on the unvarnished truth
• Diagnose the businesses as a total system, including identifying the root causes of critical barriers to effectiveness and their impact on business performance
• Systematically work through the implications of these barriers for organizational realignment and redesign, and develop a plan for change

The workshop will be of interest to any practitioner who seeks to enhance his/her ability to identify both the organizational changes required to improve organizational performance, as well as how to build broad commitment and capabilities to effectively implement change.

Michael Beer is chairman of the Center for Organizational Fitness and the Cahners-Rabb Professor of Business Administration, Emeritus, at the Harvard Business School. He is a distinguished educator, author, and consultant in the areas of organization effectiveness and change, leadership, and human resource management. Mike has authored or coauthored numerous book chapters, articles, and seven books, including Managing Human Assets and The Critical Path to Corporate Renewal, for which he won the Johnson, Smith & Knisely Award for the best book on executive leadership. His consulting experience spans the manufacturing, financial services, consumer, information technology, and pharmaceutical/medical technology industries. He joined the faculty at Harvard in 1975, after serving as director of Organizational Research & Development at Corning, Inc. He holds a PhD in organizational psychology and business from Ohio State University.

Developing Leadership Without Emotional Intelligence is Like Dancing Without Rhythm

Presenter: Richard E. Boyatzis, Case Western Reserve University

Coordinator: Mariangela Battista, Starwood Hotels & Resorts Worldwide

Great leaders move us. They move us through a basic human process: our emotions. Although they talk of strategy and competition, the great leaders establish a deep emotional connection with others called resonance. They are literally, in tune with others around them. Their own levels of emotional intelligence allow them to create and nurture these resonant relationships. Based on decades of research into emotional intelligence competencies, Richard will lead participants through examples of what resonance looks and feels like, as well as ideas to develop someones resonant leadership capability and their emotional intelligence.

This session will address the following:

• The experience of resonant leadership in an organization and the role of emotional intelligence 
• The leadership styles that produce resonant relationships and those that are toxic in organizations 
• Understanding emotional intelligence at the neural and behavioral levels 
• How EI competencies lead to outstanding performance 
• A process for developing sustainable improvement on EI 
• How to coach others to develop EI 
• Developing a culture of leadership, in which everyone is excited about being a leader, inspiring others, and spreading the contagion of EI 

Richard E. Boyatzis is professor of organizational behavior and chair of the Department of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University. Prior to joining the faculty at CWRU, he had been president and CEO of McBer & Co., COO of Yankelovich, Skelly & White, and served on the board of the Hay Group.

Richard has consulted to many Fortune 500 companies, government agencies, and companies in Europe on various topics including executive and management development, organization structure, culture change, R&D productivity, economic development, selection, promotion, performance appraisal, and career planning. His latest book, with Daniel Goleman and Annie McKee, Primal Leadership: Realizing the Power of Emotional Intelligence, is a national best-seller and is being published in 22 languages besides English. He is the author of numerous articles and books on human motivation, self-directed behavior change, leadership, value trends, managerial competencies, power, and alcohol and aggression. He has a PhD in social psychology from Harvard University.

Talent Acquisition: New Realities of Attraction, Selection, and Retention

Presenters: Wayne F. Cascio, University of Colorado-Denver
Larry Fogli, People Focus, Inc.

Coordinator: Gloria M. Pereira, University of Houston-Clear Lake

Organizations of every stripe are facing new realities in their efforts to attract, select, and retain talent. This workshop is intended for HR practitioners who must deal with new realities wrought by the shift from manufacturing to service jobs; multiple generations in the workforce; demographic diversity; the globalization of product, service, and labor markets; new forms of organizations; the Internet; and advances in technology. Workshop participants will learn about the latest methods organizations are using to attract, select, and retain talent in global markets. Such approaches include the use of employment branding, as well as techniques to measure fit, talent, and character, in addition to, or in some cases in place of, traditional KSAOs. Participants also will learn about practical, effective retention strategies in light of new employment realities characterized by, among other things, temporary and part-time employees, altered psychological contracts, and diversity in readily detectable attributes as well as in underlying ones.

Wayne F. Cascio received his PhD in I-O psychology from the University of Rochester. He is professor of management and international business at the University of Colorado at Denver. He is past chair of the HR Division of the Academy of Management and past president of SIOP. He has authored or edited 18 text books, more than 80 journal articles and 30 book chapters, and consulted with more than 150 organizations on six continents. Currently he serves on the Boards of Directors of CPP, Inc., the Society for Human Resource Management Foundation, and the Academy of Management.

Lawrence Fogli received his PhD from the University of California, Berkeley, in organizational behavior and business administration. As a former corporate executive and vice-president of human resources and as an external consultant, his expertise has been applied to several major companies and industries in design and implementation of management and personnel systems to improve both individual and company effectiveness. He has expertise in both strategic and specific functional human resource areas such as organizational restructuring, improving customer service delivery, employee hiring and promotion systems, employee and customer surveys, and performance improvement and management systems.

Larry has published widely in professional journals and books. He has served as a part-time faculty member in the Haas School of Business, University of California, Berkeley; School of Business and Economics, California State University Hayward; the Department of Psychology, San Francisco State University; and the Department of Psychology, California State University Hayward.

Leveraging Technology in Organizational Surveys:  Critical Issues in the Online Survey Process

Presenters: Kristofer Fenlason, Data Recognition Corporation
Kate Suckow, Microsoft Corporation

Coordinators: Michelle A. Donovan, Intel Corporation
Kyle Lundby, Data Recognition Corporation

Few forces have changed the face of organizational surveys as much as the development of online technology. Less than 10 years ago it was cutting-edge to conduct an online survey. Today it is commonplace. 

By many measures, the use of Web surveys in organizations has been wildly successful. However, the pace of this development and deployment has beenand continues to bebrisk. This session invites participants to take a more reflective walking tour through each stage of the Web survey processfrom survey administration, to data reporting, and follow-up/action planning. We will look back to take stock of how far weve comehighlighting key learnings from practice and researchand look ahead to examine emerging issues that have the potential to significantly affect the survey process but that may not typically receive much attention.

Some of the topics we will cover include:

• Design and usability testing of online surveys
• Designing surveys for disabled users 
• Dual mode (Web and paper) surveying
• Survey administration success factors
• Strategies for ensuring and communicating about anonymity and confidentiality 
• Security issues 
• Issues and options in Web reporting
• Tracking responses: Legal, practical and ethical considerations 

This session provides an introduction and overview of key Web-survey issues. It also includes a review of the current state of research and best practices, and considers critical emerging issues in Web surveys. 

Kristofer Fenlason is director of Organization Effectiveness at Data Recognition Corporation (DRC) where he is responsible for developing and providing consulting services in the employee opinion and 360 feedback arenas. Over the last 15 years Kris has provided in-depth survey and 360 feedback consultation to more than 75 clients from a diverse mix of industries including financial, manufacturing, consumer products, packaged foods and food distribution, chemical, oil, communications, and high-tech. Kris received his PhD in I-O psychology from Central Michigan University. He has both published and presented on several of his primary research and consulting interests, including the challenges associated with dual-method (paper and Web) surveying, the usability of Web-based surveys, linkage research, exploring methods for determining relative importance in survey predictors, and job stress.

Kate Suckow is currently a senior researcher in the MS People Research team at Microsoft. Kate manages the MS Poll Survey, Microsofts worldwide employee opinion survey. In addition, she works on initiative teams that span the HR organization (e.g., employee retention, the Microsoft culture), consults on surveys and research being conducted in other parts of the company, conducts other corporate-focused research, and represents Microsoft within the IT Survey Consortium. She has also managed the Exit Survey, Pulse Survey, and the 360 feedback process. Kate received her PhD in I-O psychology from Purdue University. In addition to working at Microsoft, Kate has also worked for both Lucent Technologies and AT&T, within the selection teams. She has published journal articles on the topics of organizational justice and goal modeling. Her conference presentations include topics such as the impact of emotions on job satisfaction, attitudes of temporary employees, testing technology for Web surveys, and the survey cycle and survey changes within Microsoft.

Recent Developments in Employment Litigation

Presenters: Wade M. Gibson, W. M. Gibson & Assoc.
Keith M. Pyburn, Jr., Fisher & Phillips, LLP

Coordinator: Pete Hudson, Waste Management, Inc.

Testing and employee selection practice are impacted by continuously evolving legislation, case law, and the actions of federal and state regulatory agencies. This workshop will provide a review of recent developments in case law and regulatory trends, including recent Supreme Court decisions and administrative agency holdings. This year the technical focus will be on transporting validity and alternative methods to otherwise establish job relatedness without conducting site-specific validation studies. 

Wade M. Gibson is a principal at W. M. Gibson and Associates, a consulting firm where he helps organizations develop, validate, and implement effective employee selection programs. He has provided litigation support and expert witness testimony in matters involving validation and employment statistics and published numerous scholarly and professional papers on various testing issues. Wade received his PhD in I-O psychology from Bowling Green State University.

Keith M. Pyburn, Jr., is a partner in the law firm Fisher & Phillips, LLP. He has represented management in the practice of labor relations and employment law since 1975, after graduating from Tulane University School of Law in 1974 and serving as a law clerk to Justice John Dixon of the Louisiana Supreme Court. Keith is a member of the Louisiana Bar and served during 19931994 as chairman of the Labor and Employment Law Section. He is also a member of the ABA, Section of Labor Employment, Equal Employment Law Committee (1976present). In 1997, Keith was elected as a Fellow of the College of Labor and Employment Lawyers. He is listed in the Best Lawyers in America (Woodward/White).

States, Traits, and Fates

Presenters: Timothy A. Judge and John D. Kammeyer-Mueller,
University of Florida

Coordinator: Mickey Quiones, University of Arizona

When asked about personality, most I-O psychologists immediately think about stable traits and dispositions that can be used for selection purposes. A review of the personality literature, on the other hand, shows that what we consider personality is only a small slice of the picture, with far more research proposing that people are far from fixed entities and indeed respond dramatically to social contexts and processes. Using Magnussons concept that personality is the mediator between contexts and behavior, this review will highlight the distinction between personality as a trait and personality as a process.

The search for individual differences that can reliably predict behavior in organizations has long been among the most sought-after quantities in all of I-O psychology. In recent years, clear evidence has shown that the broad traits represented in the five factor model of personality are able to predict such important outcomes as job satisfaction, task performance, deviance, leadership effectiveness, and organizational citizenship. However, effect sizes are typically modest, and evidence increasingly suggests that within-person variations over time which can explain all of these outcomes as well.

Moods, emotions, cognitions, and other ephemeral states may be at the heart of this within-person variation. In concept, these states are closely linked to traits, but they also help to explain when and how traits have their effects of attitudes and behaviors. Given the recency of research on states, it is not surprising that research on traits and states has not been integrated. In this presentation, we will present preliminary models that show how states and traits are related, and show how these models have much to offer for understanding and predicting work attitudes and behaviors.

Timothy A. Judge is a professor in the Department of Management, Warrington College of Business, University of Florida. He obtained his PhD from the University of Illinois. His research interests are in the areas of personality and individual differences, job attitudes, careers, and leadership. Tim is a Fellow of the American Psychological Association and of SIOP. In 1995, he received the Ernest J. McCormick Award for Distinguished Early Career Contributions from SIOP, and in 2001, he received the Larry L. Cummings Award for mid-career contributions from the Organizational Behavior Division of the Academy of Management.

John D. Kammeyer-Mueller is an assistant professor of Management in the Warrington College of Business at the University of Florida. He obtained his PhD from the University of Minnesota. His research examines organizational entry, job change, career processes, and the impact of individual differences on these areas. His work has been published in the Journal of Applied Psychology, Industrial Relations, Research in Personnel and Human Resources Management, and the International Handbook of Work and Organizational Psychology.

Coaching for Leadership: Partners on a Journey

Presenters: Robert J. Lee, Management Consultant
Anna Marie Valerio, Executive Leadership Strategies

Coordinator: Eric Elder, Bank of America

The increasing demands placed on organizational leadership in the current business environment are driving the greater use of coaching. This workshop focuses on the use of coaching with people who may not have made conscious decisions about where leadership fits into their lives. The workshop is targeted to both relatively new and experienced coaches, as well as to other practitioners who are interested in issues of leadership. We invite participants who have been using specific coaching and/or leadership models, as well as those who are forming their own.

Coaching assignments arise because a spotlight has been put on someones performance or potential, or perhaps theyre in a particularly challenging business situation or transition. The leadership dimensions of their situation may not be clear, leading to the frustrating possibility that the coach is trying to help the client be better at something he or she hasnt decided to do.

Coaching can be a powerful way to help a client become clear about where leadership fits into his or her life. Coaches should be prepared to help clients examine their leadership options in light of realistic commitments and available benefits, and hopefully come to conscious decisions about the leadership roles they want to play. The subject matter of most leadership-related coaching is a combination of self-management issues, interpersonal style and skills, and the demands of leadership rolesthe soft skills areas. Coaching accelerates and intensifies the learning so that improved performance in these areas is more likely to be achieved, despite the well-known difficulties and the time limitations. The workshop explores ways to help the client become clear about what needs to be improved, and why.

We also will look at how coaching can be helpful with aspects of leadership that emerge as the individual moves up in the organization. 

Robert J. Lee is a management consultant and executive coach in New York City. He was president of the Center for Creative Leadership from 1994 to 1997, and was a founder and president of Lee Hecht Harrison during the 20 prior years. His experiences in both leadership and career development were the basis for his book Discovering the Leader in You (Jossey-Bass, 2001, co-authored with Sara King of CCL). He teaches coaching at New School University and is a on the faculty of the International Center for the Study of Coaching at Middlesex University in the UK. He received his PhD in I-O psychology from Case Western Reserve University.

Anna Marie Valerio is president of Executive Leadership Strategies, LLC, a consulting firm specializing in executive coaching and the design and implementation of human resource and organization development solutions. Her areas of expertise include leadership development, organization and individual assessment, culture and climate change, business strategy formulation, executive education strategy, and performance management. Her background includes consulting experience with clients in high technology, entertainment, healthcare, and telecommunications. Prior to consulting, she held various professional roles in Verizon, Sony, and IBM. She holds a PhD in psychology from City University of New York.

Global Perspectives on Leadership Development

Presenter: David B. Peterson, Personnel Decisions International

Coordinator: Patrick R. Powaser, Occidental Petroleum

As the business world becomes more and more globally integrated, the challenges of developing leaders around the world increase. This workshop provides a platform for better understanding what leadership means in different cultures, for addressing the challenges involved in translating U.S.-based beliefs and techniques to non-U.S. applications, and for capitalizing on insights from other perspectives on leadership development.

This workshop will touch on the following:

• The meaning of leadership in different locations and cultures
• An exploration of the versatility of competencies and their associated behaviors around the worlddo they work the same in different regions?
• Impact of culture on ones ability to develop into a leader
• The interrelationships among an emerging global business culture, company culture, and local culture
• Differences in the leaderemployee dynamic
• Leaders as communicators in different settings

This session will emphasize practical application of the latest lessons of leadership development around the world.

David B. Peterson is senior vice-president at Personnel Decisions International (PDI) in Minneapolis, where he has been practice leader for Coaching Services worldwide since 1990. He provides executive coaching, organizational consulting, and workshops on coaching and leadership development to business leaders and professionals in a wide range of leading organizations, including Hewlett-Packard, Capital One Financial Services, 3M, Shell, Saudi Aramco, and the Mayo Clinic. With his colleague Mary Dee Hicks, he has authored two best-selling books which provide practical advice to help people develop themselves and coach others, Development FIRST (1995) and Leader As Coach (1996). An expert on coaching, executive development, and organizational learning, David has been quoted in The Wall Street Journal, Fortune, Time, Business Week, and USA Today. He holds a PhD in I-O and counseling psychology from the University of Minnesota.

Measuring the ROI in Consulting Projects: Developing a Balanced Profile of Consulting Success

Presenters: Jack J. Phillips, Jack Phillips Center for Research, a Division of Franklin Covey
Patricia Pulliam Phillips, The Chelsea Group

Coordinator: Ken Koves, Sprint

Clients are requiring more accountability from consulting interventions. In some cases, clients are demanding that all types of data be developed including business impact and return on investment (ROI)measures understood by managers and executives. In a few cases, clients prefer to have a forecasted ROI before an intervention is approved. Because of the change in client expectations, consultants need a balanced approach to accountability. No longer can success be gauged solely on client satisfaction and the quality of the relationship between the client and consultant. Consultants need a variety of measures, including measures that show the monetary contribution of the project.

This presentation is geared to those individuals involved in consulting who want to know more about measuring the impact of their interventions. In this session, Jack and Patti Phillips will discuss how the ROI methodology has been used consistently to measure the impact of consulting projects. This workshop is based on the groundbreaking work that has been implemented in 37 countries and published in over a dozen books. 

The workshop is designed to provide:

• Ability to list the major influences driving consulting accountability
• Understanding of all the key steps and processes in the ROI methodology
• Ability to identify at least four ways to isolate the effects of a consulting project
• Ability to identify at least eight ways to convert data to monetary value
• Understanding of the key challenges and issues involved in implementing the ROI methodology 

Jack Phillips is a world-renowned expert on measurement and evaluation. Jack provides consulting services for Fortune 500 companies and workshops for major conference providers throughout the world. He is also the author or editor of more than 30 books15 about measurement and evaluationand more than 100 articles. His expertise in measurement and evaluation is based on extensive research and more than 27 years of corporate experience in five industries (aerospace, textiles, metals, construction materials, and banking). He has served as training and development manager at two Fortune 500 firms, senior HR officer at two firms, president of a regional federal savings bank, and management professor at a major state university. Jack holds a PhD in human resource management from the University of Alabama in Tuscaloosa.

Patricia Pulliam Phillips is chairman and CEO of The Chelsea Group, a research and consulting company focused on accountability issues in training, HR, and performance improvement. Patricia conducts research on accountability issues and works with clients to build accountability systems and processes in their organizations. She has helped organizations implement the ROI process in countries around the world and has been involved in hundreds of ROI impact studies in a variety of industries. She has numerous publications on ROI, including several in the Infoline Series and In Action casebooks from the American Society for Training and Development (ASTD), as well as The Human Resources Scorecard: Measuring Return on Investment, Butterworth-Heinemann (2001) and The Bottomline on ROI, Center for Effective Performance (2002), which won the 2003 ISPI Award of Excellence.

Service Climate: Tactics and Measures

Presenters: Benjamin Schneider, University of Maryland and PRA
Susan S. White, PDRI

Coordinator: Marcus Dickson, Wayne State University

Services are an important part of our economy, and more attention must be given to issues of how to effectively manage a service organization. One critical aspect is establishing an organizational climate that supports the delivery of quality service, as service quality is a prime mechanism for retaining current customers and attracting new ones. This workshop focuses on how to create a strong Service Climateand on how to KNOW when youve created one. The workshop will be of interest to practitioners who are focused on enhancing internal or external customer service, or who consult with organizations with those concerns.

This workshop will include:

• Background on the development of the climate construct and climate research
• Discussion of the different types of climates, with a focus on the role of Service Climate in service organizations
• Explanation of how a specific strategic initiative can be converted into climate concepts and measures
• In-depth case studies of organizations that have linked Service Climate to important organizational outcomes and used these results for guiding the implementation of organizational interventions 
• Discussion of how the Service Climate approach could be expanded to other climates, like Safety Climate or Climate for Innovation

Benjamin Schneider is professor of psychology at the University of Maryland and a senior research fellow with Personnel Research Associates, Inc. In addition to Maryland, he has taught at Michigan State University and Yale University. His academic accomplishments include more than 90 professional journal articles and book chapters, as well as seven books. His interests concern service quality, organizational climate and culture, staffing issues, and the role of personality in organizational life. He was awarded SIOPs Distinguished Scientific Contributions Award. In addition to his academic work, he has consulted with numerous companies, including Chase-Manhattan Bank, Citicorp, AT&T, Allstate, Sothebys, the Metropolitan Opera, Prudential, the States of Alabama and Pennsylvania, GEICO, IBM, American Express, and Giant Eagle.

Susan S. White is a research scientist with the Washington, D.C. office of Personnel Decisions Research Institutes, Inc (PDRI). She received her PhD in I-O psychology from the University of Maryland. Her current work focuses primarily on the design and implementation of human resources systems in organizations, including selection, performance management, and training programs. She has also worked extensively in the area of service climate and service quality, and has published her work on these topics in the Journal of Applied Psychology and the Journal of Service Research.

Successful Consulting: Signs, Symptoms, and Remedies

Presenter: Vicki V. Vandaveer, The Vandaveer Group, Inc.

Coordinator: Erika DEgidio, Jeanneret & Associates

Considering that at least half of SIOP members are in applied settingswhere they serve as either internal or external consultantsand that at least half of our academic members are also doing consulting, this workshop focuses on both the fundamental principles of effective consulting for psychologists and some key learnings from experience and from other areas of psychology. The format is highly interactive, designed to maximize learning for all, including the workshop leader. Lets share experiences, learnings, and insightsone of which is NEVER to declare success until you are done. The workshop leader is not doneonly stopping mid-way to share learnings and receive more from the participants. The practice of consulting psychology is a journey of continual learninga magnificent blend of applied science and artand richly rewarding for both client and consultant when done well.

This workshop will include the following topics:

• What IS consulting? (Definition, quick review of four primary models of consultation)
• What is success? How would one define and measure it for oneself?
• Essential consultant competencies, and how to develop and hone them
• Identifying your brand value proposition for your clients and building your business strategy crisply around that
• Developing and maintaining strong client relationships: Guiding principles
• Ethical dilemmas: Example cases, and guidelines for preventing and/or resolving
• System perspective and understanding Self as instrument in the consulting relationship
  

Highly recommended prereading: (a) Edgar Scheins Process Consultation Revisited; (b) Rodney Lowmans Handbook of Consulting Psychology.

Vicki V. Vandaveer, founder and CEO of The Vandaveer Group, Inc. based in Houston, Texas, received her PhD in I-O psychology from the University of Houston. Her 27+ years of experience in both internal and external consulting have included 8 years with Shell, 5 years with Southwestern Bell (beginning at AT&T divestiture), 2 years with Jeanneret, 1 year with Hay Group, and 11 years in private practice consulting as owner of The Vandaveer Group. The focus of her practice is primarily executive coaching, executive team coaching, and consulting to top management on merging and/or shaping corporate culture(s). Her firms clients are primarily (a) U.S. global companies in the oil and gas, consumer products, telecommunications, computer, and healthcare industries; and (b) large professional service firmslaw and accounting. Her consulting practice is international, and she has considerable experience working with and enhancing the effectiveness of multinational, multicultural leadership teams, and facilitating effective cross-cultural organization change. Experience includes Asia (Singapore, Hong Kong, Malaysia, Thailand, Philippines, India, Pakistan, Sri Lanka), Africa (Central and Southern Africa, East Africa), Australia, New Zealand, Europe (U.K., France, Germany, Greece, Italy), Canada, and Latin America (Brazil, Mexico).

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