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Consulting to Family Businesses. Contracting, Assessment, and Implementation. J–B O–D (Organizational Development)

  • ID: 2217925
  • Book
  • October 2002
  • 288 Pages
  • John Wiley and Sons Ltd
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Working with family businesses differs in many significant ways from consulting with non–family firms. How can you grow your consulting practice and develop the skills needed to work successfully with family businesses?

Jane Hilburt–Davis and W. Gibb Dyer two of the country′s foremost experts in the field of family business offer in one comprehensive volume a systematic approach for developing the skills and competencies you need to consult with these unique systems. This practical, hands–on resource shows you how to manage each stage of the consulting process from the first contact to the last and reveals how to plan strategically and deal with the complex relationship issues that are commonplace in family businesses.

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List of Figures, Tables, and Exhibits.



Part 1: The Family Business System.

1. Why Family Business Consulting?

What Is a Family Business?

Family Firm Systems.

Family Business Consulting.

The Development of the Field.

2. Characteristics of "Healthy" Family Businesses.

Healthy Family Businesses.

Unhealthy Family Enterprises.

Strengths and Weaknesses.

Part 2: Consulting to Family Businesses.

3. Contracting and Assessment.

The Consulting Process.

First Contact.

Chemistry Meeting.

Proposal/Engagement Letter/Contract.

Assessment and Diagnosis.

Are We There Yet?

4. Feedback and Planning.

Feedback and Action Planning.

Creating New Solutions.

Planning Ahead: After the Feedback Session.

Additional Tips for a Feedback Meeting.

Dealing with Conflicts.

5. Intervening in Family Firms.

Intervening in Family Firms.

Implementation Phase of the Action Research Model.

The Intervention Grid.


Types of Interventions.

Family Dynamics Issues.

Guidelines for Interventions.

6. Helping Family Firms Make Developmental Transitions.

Developmental Stages and Tasks.

Transitional DynamicsAssessing the Client s Abilities to Work Through Developmental Stages.

Guidelines for Consultants.

Implications for Practice.

Part 3: The Family Business Consultant.

7. Skills and Ethics of the Family Business Consultant.


Knowledge and Skills Required.

Multidisciplinary Teams.


Ethical Issues.

8. Special Situations and Challenges.




Gender Issues.

Nonfamily Managers.

Family Office/Family Foundations.


9. The Rewards and Challenges of Consulting to Family Businesses.



About the Series.

Statement of the Board.

Afterword to the Series.

About the Editors.

About the Authors.

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Jane Hilburt–Davis
William G. Dyer
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