Please enable JavaScript.
Coggle requires JavaScript to display documents.
Consulting is more than giving advice - Coggle Diagram
Consulting is more than giving advice
Traditional purposes
(2) Solving a client's problems
Defining real issue - is problem posed most needs solving
Context
past solutions, results
untried steps that client have in mind
related aspects of the business that is not going well
how solution will be applied if problem "solved"
What can be done to ensure solutions win wide acceptance
Not reject nor accept initial description too readily
Symptoms VS causes
potentially useful consulting process
proposal focusing on stated concern while exploring related factors (potentially sensitive that client is aware but difficult to discuss with outsider)
poor hourly attitudes, performance -> poor process scheduling system, low trust within management team
more useful definitions emerge naturally
skillful response to implicit needs
Not solution to wrong problem or one that won't be implemented
(3) Effective diagnosis (may necessitate problem redefinition)
consultant-client relationship
fear of uncovering situations resulting in blame
beyond external environment, technology, economics of business, nonmanagerial behaviour
why executives made choices that appear to be mistakes or ignored factors that now appear important
client team member involvement - diagnose strategic problems + organisational issues
key people: skills, what they can do, how they work
thoroughly tested strategic and organizational recommendations
client participation in diagnostic process - more likely to acknowledge role in problems, accept redefinition
joint consultant-client task force - data analysis, diagnostic process
natural implementation of corrective action without formal recommendations
(4) Recommending actions
Simplistic, unsatisfactory
Consultant
Consistent, logical action plan of steps
Convincing recommendations based on diagnosis
Clear information, analysis prsntation
constraints outside of assumed bailiwick eg. civil service regulations, employment conditions, relations with state and local government
Theoretically sound but cannot be implemented
Client decides whether and how to implement
Each side blames the other
formal recommendations should have no surprises if client develops, consultant concerned with implementation
(5) Assisting with implementation of recommended solutions
Client can participate in diagnosis without diminishing value of consultant's role
Consultant can assist in implementation without usurping manager's job
Effective work on implementation problems - trust, cooperation developed gradually throughout engagement
Consultant continually strives to understand which actions, if recommended, are likely to be implemented, where people are prepared to do things differently
Dilemma - recommend what they know is right VS what they know will be accepted
encouraging learning
developing organisational effectiveness
building commitment
Viewing implementation as central concern influences conduct of all phases
how will information be used
steps previously taken to acquire information
determine steps company ready to pursue, launch further actions
support for implementation phase by asking questions focused on action, repeatedly discussing progress, including organisation members on the team
experiment with new procedures during course of engagement, not till the end to begin implementing change
demonstrate value
develop readiness, commitment to change
learn new ways of solving problems to improve organisational performance
how well both parties understand, manage entire engagement
(1) Providing information to a client
Attitude surveys, cost studies, feasibility studies, market surveys, analyses of industry or business competitive structure
Special expertise or more accurate, up-to-date
Time, resources to develop data
What client needs VS what consultant is asked to furnish
underlying reason, needs (why, how it will be used)
Relevant information already on hand
Additional goals (by-products, not additional objectives relevant after purposes before are achieved)
(7) Facilitating client learning - teach how to resolve similar future problems
Lasting value
immediate issues
methods for future challenges
Satisfied clients recommend them to others, invite them next time when need
Include organisation members in assignment's processes
Demonstrate appropriate technique
Recommend relevant book
More than quietly performing needed analysis
Recommend other consultants or educational programs when task requires method outside expertise area
Complex skills may only be learned through guided experience over time
Strong client involvement = opportunities to identify learning needs (suggest or design opportunities for learning about work-planning methods, task force assignments, goal setting processes etc
Not as explicit goal, learning as 2-way street (contagious willingness to learn)
Professional diagnosis include assessment of overall organisational effectiveness
(8) Permanently improving organisational effectiveness
New management concepts, techniques
Different attitudes towards management functions, prerogatives, changes in how basic purpose of organisation is defined and carried out
Organisational effectiveness: ability to adapt future strategy and behavior to environmental change, optimize human resources contribution
Maintain organisation's future viabllity in changing world
More influence in methods of conducting the consulting process itself eg. soliciting thoughts or suggest project task forces from different levels or departments -> manager learn value of better upward communication
Address immdiate issues with sensitivity to larger contexts
Other departments
Change in one aspect of organisation's functioning that does not last or counterproductive due to other aspects of the system eg. other departments, marketing impact on production and scheduling
Future needs
Other potential barriers - how immediate concern fits into the whole picture
consultants not crusaders bent on reforming management styles, assumptions
(6) Building a consensus and commitment around corrective action
Degree to which members reach accord on problems nature, opportunities, appropriate corrective actions
Recommendations implementation
Valid data may be withheld
Diagnosis acceptance
Persuasive, finely tuned analytic skills
Ability to design, conduct process for building agreement on steps necessary, momentum to see steps through
Gaining support through problem-solving techniques, persuade through analysis logic, sufficient key players involvement
who to involve
how to interest
Gauge readiness, commitment to change
Individual, collective willingness of organisation member to work on solving problems, diagnosing situation
Shape process, influence relationship to increase readiness for needed corrective action
Data client resist supplying, why
Executive willingness to learn new management methods, practices
Unexpressed motives in seeking assistance
Higher levels willingness to listen, influence of lower level
Response towards upward communication increase
What information client readily accept or resist?
Extent of contribution to overall organisational effectiveness, adaptability as legitimate, desirable objective
Ally from organisation (Informant-collaborator)
Most successful when not explicitly sought
Insights about company's functioning, new information sources, potential trouble spots
Understand consultant's purposes, problems
Trust, readiness to accept need for change throughout organisation
Information intereview
Encourage constructive improvement ideas not allocate blame
members of all levels see project as helpful not unwanted inquisition
Potential resistance or acceptance
Resistance often sources of especially important and otherwise unobtainable insight
Effective relationship -> collaborative search for acceptable answers to real concerns
two-way reporting on what has been done since last contact, discussion of what both parties should do next
Successful consulting expensive
High fees of good consultants
Senior managers involvement throughout process
More emphasis on process
Understanding, skill with managing consulting relationship