Consulting to Family Businesses: Contracting, Assessment, and Implementation
September 2002, Pfeiffer
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.
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.
8. Special Situations and Challenges.
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.
W. Gibb Dyer is the O. Leslie Stone Professor of Entrepreneurship in the Marriott School of Management at Brigham Young University. Dyer is a recognized authority on family business and entrepreneurship. He has been featured in numerous publications including The Wall Street Journal, Inc., The New York Times, and Nation's Business.
"This is the book that those who work with family businesses have been waiting for. Rich in anecdote while at the same time building on the foundation of the existing body of knowledge, it offers a pragmatic, hands-on approach that will be welcomed by consultants of varying fields and levels of experience." Jeffrey S. Wolfson, attorney, Goulston & Storrs, and Chairman Emeritus of the Northeastern University Center for Family Business
"I wish this book had been written many years ago. This is a indispensable resource for seasoned and beginning family business consultants alike." Francois M. de Visscher, president , de Visscher & Co and board member, BEKAERT N.V.
"A sophisticated and comprehensive introduction to the richness and complexity of the consultation process when both family dynamics and business operations are center stage." Mary F.Whiteside, Ann Arbor Center for the Family
"Finally, a book that is practical yet thought-provoking and not afraid to address difficult issues and topics. Hilburt-Davis and Dyer have made a seminal contribution to the field of family business consulting." Karen L. Vinton, professor emeritus of business, Montana State University