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Chapter 6: Entry & Contracting, HRM645 - Coggle Diagram
Chapter 6:
Entry & Contracting
Entry
Getting in, getting started, learning the client
Types of clients:
Primary clients:
Have responsibility of the issue the consultant is addressing.
The consultant's services are usually paid for by primary clients.
Unwitting clients:
Unwitting clients will be impacted by the engagement or intervention but may not be aware of it.
Indirect clients:
unknown to the consultant but aware of their stake in the outcome
Intermediate clients:
Included in meetings or who provide data during the engagement
Ultimate clients:
Ultimate clients consist of the larger
system or organization,
Contact clients:
Contact clients are the first points of contact in the client organisation.
Contracting
The process of “coming to agreement”
on what the OD project will do
Can be written or verbal
Elicit mutual “wants” and expectations
Understand the client’s perception of
the situation or problem
Not a one-time event
Defines success
The purpose of Contracting
To clarify the client's goal and objectives for the request
To allowed the clients to get to know the consultant
The further explore the problem
To understand the organizations commitment to change
Useful to create an environment in which consultation can succeed by agreeing the roles and needs
To clarify time pressures and expectation
Important to plan the next step
Responsibility in Contracting
Say no or postpone a project that has a
less than 50/50 chance of success.
You can’t contract with someone who isn’t
in the room
(the client’s boss, subordinates, another department).
Behave authentically.
Avoid collusion: being complicit with the client rather than independent or objective.
Some Questions to Answer
What’s the time schedule?
What about confidentiality?
What will your role be? The client’s
role?
How/When will you give
feedback?
The Contracting Meeting
Clarify the problem
“What do you mean by X?” “How often does X
happen?”
Give support
“I appreciate your willingness to talk to me
about this difficult problem
Ask, Listen, Paraphrase/Feedback
“So you're having trouble coordinating marketing and sales?”
Communicate understanding of the
problem
“It's common for groups to feel competitive, but the time pressure puts both groups at a disadvantage.”
Be explicit
“I want to be clear– I don’t think we will
solve this problem with one workshop.”
End with feedback
Two paths...
Engagements are more
likely to fail when there is
Lack of time
Lack of motivation
Unwillingness to tackle
the tough “real” issues
Lack of consultant-
client partnership
Engagements are more
likely to succeed when
They explore and agree on mutual needs: relationship, time, milestones, etc.
We deal with the real
problem.
10 Questions to More Successful
Consulting Engagements
What is the history and
context?
What are the consequences if
the problem is not fixed?
Who is the client?
What is the problem or need?
How motivated are the client and organization
to change?
What outcome is desired?
What would you like a consultant to do?
Who will be involved in the project?
What is the timeline?
Where did the problem come
from, and how is it being
managed?
HRM645