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A Performance Consulting Case Study: Insights from a Theory-Based Practitioner

Irene, an HR generalist in a large trade association, meets with Susan, the Vice President, to discuss an issue about one of Susan's direct reports. James has traditionally been an effective performer, but is in a new role and appears to be overwhelmed. Apparently, Susan has decided that James is in need of an efficiency coach and has asked Irene to find an external resource. New in her role, and without a senior HR practitioner to guide her, Irene defers to Susan's diagnosis and begins

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