企業顧問的認識架構與實踐歷程：雙重考量模式及組織劇碼詮釋

The Knowing Frame and Practice Process of Business Consultants: The Double Thinking Model and Organizational Drama Interpretation

本研究是在劉兆明（2004）的「3D架構」（Domains、Fields、Methods）下，從組織顧問的實踐場域（Field）出發，以筆者與另一位資深顧問從1998年起在甲公司「三進兩出」的顧問歷程為主要個案，並以這十年來先後有所介入的個案乙 ／丙 ／丁 ／L ／M ／N等作為經驗上的輔助個案；在研究方法上則是使用王思峰與劉兆明（2007）所倡議，以認識與行動的「雙重視野」，加上與文獻對話的「三重前進」進行「組織臨床研究」。透過對歷程的反思，藉以尋求突破在實踐中對於顧問的「初始理論視框」（以「個案自我為中心」的「自我發展式顧問」）所產生的懷疑，並藉以改變原先所認為兩年一個循環的「顧問宿命」。在本研究中，顧問自身在進行學術理論學習的時候，原本的「認識架構」也處於一種「被介入」的歷程，並且在跨個案的多個實踐場域中，不斷的修正「認識架構」；也依此新的內在「認識架構」繼續反應在外在的「實踐行動」上，本研究主要在於建構出顧問與雇主間「雙重考量模式」的關係轉變；最後更以「社會劇碼」的新視框來詮釋組織現象場中顧問與案主間的「三種動力、兩套劇碼」及其消長循環。

The research is based on the “3D frame” of Liu (2004) – Domains, fields, and methods, and starts with “the practice field of organization consultants”. The major case of this research is the consulting process of company A, which is consulted by the researcher and another senior consultant since 1998. During this consulting process, we entered into the company three times and signed off twice. Moreover, we also took other long running consulting cases in B, C, D, L, M, in the last ten years as the supplementary research cases. The research method applies Wang and Lius’ (2007) organizational clinical research method, which is established by the “double vision” of knowing and practicing; the dialogue with historical literature is added to be the “triple proceeding”. Through the reflection of the consulting process, seeking the breakthrough of the doubt that raising from the practice of the consultant’s “Primary Theory Frame” (self-development style consultant of self-centered case). On the other hand, the research intends to change the previous thought of “consultants’ stereotype destiny” of the two-year cycle. During this research, the researcher’s original “knowing frame” was in the process of “being intervened” while the researcher was learning the academic theories; and the “knowing frame” was revised continually through several cross-case practice fields. The new inner “knowing frame” also continues to react on the outer practice action. The research aims to construct the relationship transition of “the double thinking model” between the consultant and the client. In the end, the new frame of “social drama” is used to interpret the “three forces and two dramas” and the cycle of rise and fall between the consultant and the client in the organizational phenomena.