Critchley, B. & Casserley, T. (2010) Sustainable Leadership: Perennial Philosophy, People Management, August edition
Critchley, B. (2010) Relational coaching: taking the coaching high road, Journal of Management Development, Vol. 29, Issue 10, pp. 851 - 863
Six real case studies written by tutors or graduates of the Ashridge Masters in Organisation Consulting, accompanied by a commentary that provides a thorough exploration and explanation of the research and perspectives that are taught to the growing body of organisation consultants undertaking Ashridge's two-year Masters programme.
Critchley, B., King, K. & Higgins, J. (2007) Organisational Consulting: A Relational Perspective, London, Middlesex University Press, ISBN: 978 1 904750 14 7
Critchley, B. (2007) Consulting in Complexity, British Academy of Mahagement Management Consultancy Special Interest Group, Manchester, February
Critchley, B. & Higgins, J. (eds) (2006) Field Research into the Practice of Relational Consulting, Ashridge.
An international three-year research study, backed by Ashridge Consulting and Groupe HEC in France, explodes many of the myths that surround modern management thinking about what makes leaders successful.
Critchley, B. & O'Brien, D. (2004) Transformational Strategy: Myth or Reality?, CriticalEYE REVIEW: The Journal of Europe's Centre for Business Leaders, www.criticaleye.net, Dec. 2003 - Feb. 2004.
So far in this Masterclass series by Ashridge Consulting Ltd (ACL) we have examined the aims and characteristics of the effective coaching relationship. We have stressed the importance of building an effective working alliance with the client through building rapport and developing a mutual understanding in relation to goals and tasks. We have also examined some of the organisational key issues and areas of focus that are central to the coaches role. All these elements are vital and fundamental to the skills of facilitating change. In this article we shall outline an approach that goes beyond this to take a meta view of the coaching and its overall aim in facilitating change.
Sills, C. & Critchley, B. (2003) Pause for Reflection, Training Magazine, March.
The start of a new five-part series of Masterclass, by Ashridge Consulting on how to achieve best practice in coaching. In this third article of the series, Bill Critchley focuses on the organisational context of coaching
Critchley, B. (2003) How the coach can innovate, Training Magazine, March.
Critchley, B. (1998) The Role of the Change Agent, in Management Consultancy, sponsored by IMC, (ed) Philip Sadler, Kogan Page, London
Critchley, B. (1996) A Gestalt Approach to Organisation Consulting in Developing Approaches to Organisation Consulting, Routledge
Critchley, B. (1996) The Myth of Managing Change, Leadership & Organization Development Journal, Vol. 17 No. 2
Critchley, B. & Shaw, P. (1994) Lighting up Networks, Leadership & Organization Development Journal
Critchley, B. (1993) Managing Organisational Change - Is It Just an Illusion, Leadership & Organization Development Journal, Vol.14 (1)
Critchley, B. (1992) Can Organisations Really Learn?, Directions - The Ashridge Journal , December
Critchley, B. & Casey, D. (1989) Organisations Get Stuck Too, Leadership & Organization Development Journal Vol.10(4)
Critchley, B. & Casey, D. (1984) Second Thoughts on Team Building, Mead