Please enable JavaScript.
Coggle requires JavaScript to display documents.
Chapter 1: A consultant by any other name (Definitions (Consultant, Client…
Chapter 1: A consultant by any other name
Consulting skills
Technical Interpersonal Consulting
Phase overview
Definitions
Consultant
Client
Manager
Line manager
Support staff
Chapter 5: The contracting meeting
Who is the client
Navigating the contracting meeting
Make a personal acknowledgement
Communicate understanding
Client wants and offers
Consultant wants and offers
Reach agreement
Ask for feedback on control and commitment
Give support
Restate actions
When you get stuck
The problem with saying no
Contracting checkpoint
Selling your services
Meeting as a model of how you work
Closing the contracting meeting
Chapter 6: The agonies of contracting
Low motivation
Ceaseless negotiation
The flirtatious client
Credentials?
Go-betweens
Defining the problem to death
The virtual world
Senses are obsolescent
Email doesn't count
Efficiency has hidden costs
Make distinctions in the virtual world
Chapter 2: Techniques are not enough
Beyond content
Responsibility
Feelings
Your own needs
Trust
Consultant's assumptions
Problem solving requires valid data
Effective decision making requires free and open choice
Effective implementation requires internal commitment
Consultant's goals
Establish a collaborative relationship
Solve problems so that they stay solved
Ensure attention is given to both the technical/business problem and the relationships
Developing client commitment
Consultant roles
Expert role
Pair-of-hands role
Collaborative role
Staging the client's involvement
Chapter 13: Get the picture
The steps in getting the picture
Bias
Assessing how the situation is being managed
The discovery interview
The interview as a joint learning event
Difficult interviews
Levels of analysis
Experience as data
Chapter 14: Preparing for feedback
A clear picture may be enough
Condensing the data
Some do's and don'ts
Don't collude
Don't project
Do support the client's expectations
Do confront
Language
Assertiveness
Aggression
Nonassertiveness
Authenticity
Presenting the picture
Support and confront
Chapter 3: Flawless consulting
Being authentic
Completing the requirements of each phase
Results
Accountability
Right to fail
Chapter 8: Understanding resistance
The faces of resistance
Give me more detail
Flooding you with detail
Time
Impracticality
I'm not surprised
Attack
Confusion
Silence
Intellectualising
Moralising
Compliance
Methodology
Flight into health
Pressing for solutions
What are clients resisting when they are resisting us?
Underlying concerns
Control
Vulnerability
Sometimes its not resistance
The fear and the wish
Being dependent, asking for help
Wanting confirmation, not change
Chapter 15: Managing the meeting for action
How to present the picture
Structuring the meeting
Steps in managing the meeting for action
1-2. Restate the original contract; state the agenda/structure of the meeting
3-4: Present the picture and present recommendations
Ask for client reactions
Halfway through the meeting, ask the client "are you getting what you want?"
Decision to proceed
8-10: Text your client for concerns about control and commitment, ask yourself if you got what you wanted, give support
Resistance in the meeting
When group members are at odds among themselves
Modeling the meeting
Chapter 4: Contracting overview
Contract: The concept and the skill
Mutual consent
Valid consideration
Operational partership
Assess to people and information
Time of people in the organisation
Opportunity to be innovative
Contracting skills
Elements of a contract
Boundaries of your analysis
Objectives of the project
The kind of information you seek
Your role in the project
The product you will deliver
What support and involvement you need from the client
Time schedule
Confidentiality
Feedback
Ground rules for contracting
Chapter 7: The internal consultant
Noticeable differences between internal and external consultants
Important differences between internal and external consultants
Your boss's expectations
Contracts with your boss
Chapter 9: Dealing with resistance
Steps for handling resistance
Pick up the cues
Name the resistance
Be quiet, let the client respond
Don't take it personally
Good faith responses
Consulting with a stone
Chapter 10: From diagnosis to discovery
The relationship
The call to action
Research approach
Action approach
Discovery model for problem solving
Redefinition of the problem
Problem management
Differences between the technical or business problem and how the problem is being managed
Chapter 11: Whole-system discovery
Third-part consulting
Taking a whole system approach
Whole-system process
Trusting the process
Complete transparency
Management joins the proceedings as full participants
Groups must be a full cross section of the whole system
Differences in status, power, title, and function disappear during the process
Employees have to be ready to speak up
If employees chose not to participate, they surrendered their right to complain or be heard
There is an emphasis on the future and what the group wants to create together
The session ends with agreements on next steps and who is going to work on them
Consultants give up the expert role
Chapter 12: Discovering gifts, capacities, and possibilities
When all else fails
The power of positive deviance
Implications of positive deviance for consulting
Chapter 16: Implementation
Choosing engagement over installation
The limits of installation
Leadership by lamination
We need higher standards, and this time we mean business
People need fixing
If we can't measure it, it doesn't matter
Betting on engagement
Chapter 17 : The elements of engagement
The meeting is the message
Ways to engage
Open with transparent purpose and a level playing field
Renegotiate expectations about participation
Rearrange the room
Create a platform for openness and doubt
Ask, "what do we want to create together?"
Create a new conversation
Choose commitment and accountability
Focus on gifts