Coaching In Depth introduces the reader to the management consultancy technique of Organizational Role Analysis (ORA); a technique with the immensely practical purpose of helping managers to stay in role and on task. The ORA method is grounded in a process of consultation that derives from the conjunction of open systems theory. ABOUT THE EDITORS AND CONTRIBUTORS vii INTRODUCTION xi PART I: ORGANIZATIONAL ROLE ANALYSIS: FROM THERE TO HERE 1(62) CHAPTER ONE Organizational Role Analysis: managing strategic change in business settings Irving Borwick 3(26) CHAPTER TWO Organizational Role Analysis: the birth and growth of ideas W. Gordon Lawrence 29(14) CHAPTER THREE Organizational Role Analysis at the Grubb Institute of Behavioural Studies: origins and development Bruce Reed and John Bazalgette 43(20) PART II: ORGANIZATIONAL ROLE ANALYSIS: CURRENT VARIATIONS IN METHOD AND APPLICATION 63(108) CHAPTER FOUR Organizational Role Analysis and consultation: the organization as inner object Burkard Sievers and Ullrich Beumer 65(18) CHAPTER FIVE Organizational Role Analysis: using Bion's binocular vision Hanni Biran 83(12) CHAPTER SIX Role dialogue: Organizational Role Analysis with pairs from the same organization Susan Long, John Newton, and Jane Chapman 95(18) CHAPTER SEVEN Organizational Role Analysis by telephone: the client I met only once Rose Redding Mersky 113(14) CHAPTER EIGHT Drawing from role biography in Organizational Role Analysis Susan Long 127(18) CHAPTER NINE Coaching senior executives: personal/work conflicts, mortality, and legacy Laurence J. Gould 145(14) CHAPTER TEN Organizational Role Analysis in management education John Newton 159 Concluding comments. Organizational Role Analysis: from here to where? Susan Long, John Newton, and Burkard Sievers 171(8) REFERENCES 179(8) BIBLIOGRAPHY 187(6) INDEX 193