Ch 3-4--Entry and Diagnostic Stages of Consultation [Autosaved]

8/22/2019 Ch 3-4--Entry and Diagnostic Stages of Consultation [Autosaved]

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Entry Stage of Consultation

CG 621

Dougherty text, Chapter 3


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Overall Stages of Consultation

1. Entry2. Diagnosis

3. Implementation4. Disengagement


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Entry StageFour Phases

1. Exploring organizational needs2. Contracting

3. Physically entering the system4. Psychologically entering the system


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First Phase of Entry Stage

Exploring Organizational Needs

Primary decisionwhether the consultation shouldtake place

Familiarizationanswers to four questions1. Why am I here?perceived need, problem definition

2. Who are you?defines roles to be taken on

3. What is likely to happen?means and ends, goal(s)

4. What will be the result?assessment issues


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Potential Pitfalls in Entry Stage

Entry process can be jeopardized by consultant Fail to identify the real problem

Promise too much Fail to adequately specify consultant roles

Fail to recognize lack of competence related toidentified problem

Fail to adapt to and plan for the organizationsparticular problems and concerns


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Potential Pitfalls in Entry Stage (2)

Process can also be jeopardized by consultee Fail to properly screen a prospective consultant

Neglect clarification of how consultant intends tooperate within the system

Fail to clarify specific expectations of consultants roleand behavior

Fail to accurately identify the organizations problem Fail to explain to consultant what organizations

resource limitations are, and discuss how these mightaffect the potential consultation plan/experience


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Potential Pitfalls in Entry Stage (3)

A key issue in this stage (for both potentialconsultant and consultee) is to allow sufficient

time for discussion and mutual understanding

Effective questioning by consultant is veryimportant


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Phase Two of Entry StageContracting

An oral or written agreement specifyingexpectations and obligations of consultant andconsultee, including how much time each will

invest, what ground rules will be followed, andpayment-related details.

Written contract is safest; collaborative servicesmore likely to be informal.

Psychological aspects (expectations) important,too, but may not be expressed or written, andmay differ for different parts of consulteesystem


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Phase Three of Entry StagePhysical Entry

Begins when consultant first comes into contactwith members of the organization

What will be the consultants work site withinthe organization? (office can be advantage, butdont stay in it all the time!)

Seek out those connected to the consultation

Have specified time schedule Adapt to organizations schedule as possible Have contact person give advance notice of your

coming


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Phase Four of Entry StagePsychological Entry

Refers to gradual acceptance of consultant bymembers of organization

Awareness of bothprocessandpersonalinteractional patternsof organization are helpful

Create as little stress as possible on members oforganization (fit in).

Look to be judged by deeds rather than words. Avoid being perceived as trying too hard to win

them over, thoughbe genuine

Appropriate use of social/interpersonal influence


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Social/Interpersonal Influence

The trick is to impact the consultee(s) whilemaintaining a relationship among equals (peopleaffected are more open to influence to the degree

that they view the consultant as being:Attractive (consultees see similarities; connect to org.

values)

Trustworthy (show understanding, approp. use of

power, respect confidentiality, be credible, realistic) Competent (expertise is perceived possession of

knowledge of skills to solve a problem; may enhance bysharing related experiencecareful about war stories)


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Bases of Power for Social Influence(French & Raven, 1957)

1. Coercionconsultee is fearful of being confrontedif dont follow through with plan

2. Rewardconsultee views praise from consultant

as rewarding, validating3. Legitimateconsultee views consultants attempt

to help as appropriate to their role, a fit

4. *Expertconsultant viewed by consultee asknowing more about the subject/problem

5. *Referentconsultant viewed as similar, linked6. *Informationalinformation viewed as relevant


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Multicultural Aspects ofEntry Process

Take into account cultural issues withoutstereotyping

Bring some culture-specific expertise Consultee may or may not explicitly address this

area of concern, so be ready with own questions

Comes back to communication and relationship-

building Assess own level of comfort re issues Specific subset of psychological entry


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Case Studies

Pages 65-66 of Dougherty book (5th ed.)

YouTube video examples of consultation


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Diagnostic StageFour Phases

1. Gathering information2. Defining the problem

3. Setting goals4. Generating possible interventions


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Phase One of Diagnostic StageGathering Information

Many sources availablechoice dependson situation, resources, etc.

Can be gathered by consultant, consultee,or bothbut this must be mutually agreedupon

Use ofscanning(scoping out the bigpicture before formal data gathering)


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Phase One of Diagnostic StageGathering Information (2)

1. Documents and records2. Questionnaires and surveys

3. Interviews4. Observation


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Phase Two of Diagnostic StageDefining the Problem

Effects rest of consultative process Involves analyzing data collected Approach to analysis should be agreed upon ahead

of time

Ideally involves collaborative approach If more than one problem identified, must prioritize

them collaboratively May generate alternative definitions of problem, to

be chosen based on: reasonability, workability,motivationcriteria


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Phase Three of Diagnostic StageSetting Goals

Central part of diagnostic processdont rush Goal(s) selected should be:

1. Specific2. Verifiable (measurable somehow)

3. Cost-effective

4. Meaningful to those involved

5. Realisticas to resources, control, obstacles


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Phase Four of Diagnostic StagePossible Interventions

Interventionsplanned actions or activities that,together, represent a plan to achieve the goal(s)

Assist consultees in this process via: Brainstorming alternatives

Using prompts People to assist Places that might help

Things to help Organizations to assist Prepackaged programs available Consultee resources

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