Ormerod, R. J.. (2008) The transformation competence perspective. Journal of the Operational Research Society, Vol.59 (No.11). pp. 1435-1448. ISSN 0160-5682

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Abstract

Reflections on a number of participative projects have led to the conclusion that, when planning and conducting OR interventions, particular attention should be paid to the transformation to be attempted and to the competence of those who will be involved. The transformation required by a consulting project sets the scope of the ambition that is to be met by the craft skills and expertise of people, supported if appropriate by pre-defined methods. Competence refers to the skills, time and the ability to act of those involved in the intervention. In designing an intervention, activities have to be planned in the light of the transformation required, the competences of those involved and the pre-defined methods available. Pre-defined methods are characterized in terms of their transformation potential, the transformation that can be achieved by using the method in a specific context. The paper elaborates the proposed transformation competence perspective drawing on personal practical experience; its aim is to articulate an approach to the design of participative consulting interventions and compare it with alternatives.

Item Type:	Journal Article
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions:	Faculty of Social Sciences > Warwick Business School
Journal or Publication Title:	Journal of the Operational Research Society
Publisher:	Palgrave Macmillan Ltd.
ISSN:	0160-5682
Date:	November 2008
Volume:	Vol.59
Number:	No.11
Number of Pages:	14
Page Range:	pp. 1435-1448
Identification Number:	10.1057/palgrave.jors.2602482
Status:	Peer Reviewed
Publication Status:	Published
Access rights to Published version:	Restricted or Subscription Access
URI:	http://wrap.warwick.ac.uk/id/eprint/29179

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