Four Phases of Consulting

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Discovery has been ongoing since first contact. The culmination of all the assumptions and gathered data leads to a decision on an appropriate methodology. The system boundaries will help determine methodology. If the system has low permeability Participatory Action Research (PAR) is recommended in a high to moderate permeable system Appreciative Inquire (AI) would be recommended. PAR and AI methodologies allow for a shared vision to be created, instilling a sense of empowerment to the employees, and address the resistance to the current change process. It will provide them with an opportunity to have a voice without fear of repercussions. A world café to collect data is recommended. The client may show resistance to this methodology especially if there is fear of loss of control or authority. Only those that have that information can share that information, this method allows a safe place to voice their opinions.

Committing to a change process will be a reoccurring part of any intervention. Incorporating current stakeholder and employees in the change effort strengthens that commitment. If a foundation of shared ideas and open communication is established between employees and management in an open form, the negotiation for a shared vision can be achieved.

The feedback of data should not come as a surprise when the presentation is shared by the discovery team consisting of lower level employees and management. Recommendations are made, and a plan of action is decided. Resistance to the discovery information should be minimal as this information has been openly share throughout discovery. However, if resistance is presented “we can constructively confront their confirmation by encouraging them to consider why the intervention was necessary to address these particular issues, problems, themes, and points of urgency.” (Diamond, 2008)

The decision of future goals and plans, and the implication of strategies are presented. This process gives the organization the tools need to progress through future changes of this nature. Real choices and alternatives have been presented in comparison to the current forced change that had been implemented. The collaborative process of holding a world café opens the door to these alternatives. Engaging in open conversation in a collaborative manner has changed the culture of the organization and their vision of the future.

In this manner of processing through the recursive stages of Entry and Contracting, Discovery and Research, and Feedback followed by the Decision Process. Each of these stages has a significant effect on the process that follows. Progressing though each stage does not begin or end, they overlap. “Thus, there is some data collection and some feedback during entry, some entry and some feedback in data collection, and some entry and some data collection at feedback.” (Alderfer C., 1980)

Reference

Alderfer, C. (1980). The methodology of organizational diagnosis. Professional Psychology, 11(3), 459-468.

Block, P. (2015). Flawless consulting expanded book content - Designed Learning, The Bonner Case. Retrieved June 23, 2015, from http://www.designedlearning.com/about-peter-block/flawless-consulting-expanded-book-content/

http://designedlearning.com/newsite2/wp-content/uploads/2014/10/bonner-case.pdf

Block, P. (2011). Flawless consulting a guide to getting your expertise used (3nd ed.). San Francisco, California: Jossey-Bass/Pfeiffer.

Diamond, M. (2008). Telling Them What They Know: Organizational Change, Defensive Resistance, and the Unthought Known. The Journal of Applied Behavioral Science, 44(3), 348-364. doi:10.1177/0021886308317403

Gallos, J. (2006). Reframing complexity. In Organization Development (1st ed., pp. 344-362). San Francisco: Jossey-Bass.

Appendix A

The HR manager of a professional services firm is seeking your help in implementing a new process for reporting their billable time. Senior management developed and authorized a process in response to customer complaints about unexpected charges in their invoices, but compliance by employees has been under 10% during the three months the process has been implemented. Management is baffled because they feel their new process is streamlined and efficient. The employees are angry because they feel the new process is a way for management to micro-manage their work. They seem to be at an impasse.