OH 1-2

Skills for Internal Skills for Internal ConsultantsConsultants

Penny L Ittner, Donald G. Roberts, Alex F. DoudsFacilitated by Jason R. MurphyManager, Employee Training and Organizational DevelopmentAmerican Express CSBS Operations Training

Workshop ObjectivesWorkshop Objectives

By the end of the workshop, you will be able to:

Use systematic consulting processes in performing your role as a consultant.

Build client credibility and maintain strong client relationships throughout the consulting process.

Module 2: Module 2: OverviewOverview

Fundamentals of consulting

Peter Block’s five-phase model

Key principles in consulting flawlessly

Module 2: ObjectivesModule 2: Objectives

By the end of this module, you will be able to:

Describe the general principles involved in consulting effectively.

Describe a five-phase consulting model and the consulting tasks associated with the model.

Describe the principles involved in “flawless consulting.”

ConsultantConsultant

A Person . . .

In a position to have some influence

With no direct power to make changes

ClientsClients

Individuals or Groups … With authority to

implement your recommendations

Whom you want to influence, without exercising direct control

ProblemProblem

The difference between what “is”and what “should

be”

The “gap”

An An InterventionIntervention

The goal or end The goal or end product of a product of a

consulting activityconsulting activity

Three Kinds of Three Kinds of Consulting SkillsConsulting Skills

Technical skills

Interpersonal skills

Consulting skills

Consultant Consultant RolesRolesExpert

Consultant RolesConsultant Roles

Collaborative

Block’s ModelBlock’s Model

Entry and Contracting

Data Collection and Diagnosis

Feedback and the Decision to Act

Implementation Extension, Recycle,

or Termination

Seven Step Problem-Solving Seven Step Problem-Solving ModelModel

1. ProblemDefinition

2. DataCollection 3. Analysis 4. Decisions

5. ImplementationPlans 6. Implementation 7. Evaluation

Client

Consultant

Note: The consultant provides support at each step—The client is involved in taking action at each step and is in control.

Block’s Model

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

Flawless Flawless ConsultingConsulting

Partnering with clients

Developing commitment for change

Acting authentically

Trusting yourself and your experience

Module 2: Key PointsModule 2: Key Points

Consulting starts with a “gap” Block’s model provides a road map Flawless consulting requires:

» Partnering» Developing commitment for change» Acting authentically» Trusting yourself

Module 3: Module 3: OverviewOverview

Sources of consulting projects

Entry/contracting steps

Exploration meetings

Contracting

Module 3: ObjectivesModule 3: Objectives

By the end of this module, you will be able to:

Conduct an exploratory meeting with a client.

Contract with a client about a consulting project.

Sources of Sources of Consulting Consulting

ProjectsProjects

The client

A “third party”

The consultant

Entry/Entry/Contracting Contracting

StepsSteps Initial Contact

Exploration

Contracting

Exploration Exploration Meeting: GoalsMeeting: Goals Collaborative

consulting relationship

Clearer image of: the problem how you can help the requirements

EExploration xploration Meeting: ProcessMeeting: Process Begin/enhance the

relationship» Demonstrate eagerness to

help» Express positive feelings

Scope the project» Get client’s view» Ask what’s happened so far» Help clarify desired future

state

Exploration Exploration Meeting Meeting Process Process (continued)(continued)

Explore the help needed» Get client’s view» Suggest how you can help

Identify parameters» Identify constraints,

resources» Identify decision maker(s)

Exploration Exploration Meeting Meeting ProcessProcess(continued)(continued) Agree on next steps

» What you will do» What the client will

do» Set date for contract

review

Contracting Contracting GoalsGoals

Collaborative consulting relationship

Agreement on: The project goals The project

approach The expectations of

each party

Contract Contract ElementsElements

Background

Project

goals

Suggested project

approach

Schedule

Roles

Evaluation

Next steps

Module 3: Key PointsModule 3: Key Points Entry/Contracting phase holds the key

to project success Consider exploration meetings as

means of clarifying projects and enhancing client relationships

Contracting encourages agreement on project goals, approach, and mutual expectations

Block’sBlock’s ModelModel Entry and

Contracting Data Collection and

Diagnosis Feedback and the

Decision to Act Implementation Extension, Recycle,

or Termination

Module 4: Module 4: OverviewOverview

One-to-one interviewing

Focus groups

Questionnaires

Data analysis

Module 4: ObjectivesModule 4: Objectives

By the end of this module, you will be able to:

Conduct a one-to-one interview. Run a focus group. Describe how to develop and administer

questionnaires. Analyze data collected about a client’s

problem.

Data Collection Data Collection MethodsMethods Interviews

Questionnaires

Observation

PreparationPreparation

The interviewer

The interviewee

The environment

Interviewing Interviewing SkillsSkills Establishing and

maintaining rapport

Questioning efficiently

Listening and observing

Taking notes and preparing summaries

Focus Group: Focus Group: CharacteristicsCharacteristics Lasts 1–2 hours Consists of 8–12

people who: Have particular

knowledge/experience with the topic, or

Share common characteristics

Conducted by a facilitator

Focus Group: Focus Group: StepsSteps

Discuss the focus group with the client Clarify logistics Select participants Clarify the client’s role Discuss feedback with

participants

Focus Group: Focus Group: StepsSteps(continued)(continued) Draft a focus group

guide An introductory section The questions A closing section

Review the guide with the client and make modifications, as needed

Ground RulesGround Rules

All points of view are encouraged and accepted

Silence is OK One person speaks at a

time Disagreement is ok, but

no personal attacks Confidentiality will be

maintained

Facilitator Facilitator TasksTasks Conduct introductory activities

Introductions, purpose/objectives of meeting, ground rules

Facilitate discussion of the issues Follow the guide Encourage participation Listen, elicit elaboration,

gatekeep Limit own statements Test for consensus

Facilitator Facilitator TasksTasks(continued)(continued) Summarize the issues

Close the meeting Thank participants for

their contributions Explain what will

happen with the data Communicate client’s

intentions regarding feedback

Creating Creating QuestionnairesQuestionnaires Determine what you

need to know Choose a response

format Write the questions Prepare a summary

sheet Pilot test/revise

questions Develop introduction

Factors in Factors in Choosing aChoosing aData-Collection Data-Collection MethodMethod

Data to be collected

Resources

Organizational preferences

Own preferences

Potential Areas Potential Areas for Changefor Change Findings that appear

significant to solving the problem

Issues that were significant to the respondents

Module 4: Key PointsModule 4: Key Points

Phase II of the consulting process provides the data the client needs to improve the organization.

Use data-collection methods that will provide the quantity and quality of data needed.

The end result of data analysis is the identification of potential areas for change.

Block’s ModelBlock’s Model Entry and

Contracting Data Collection and

Diagnosis Feedback and the

Decision to Act Implementation Extension, Recycle, or

Termination

Module 5: Module 5: OverviewOverview

Feedback principles

Feedback meetings

Module 5: ObjectivesModule 5: Objectives

By the end of this module, you will be able to:

Identify key elements involved in providing organizational feedback.

Plan for a data-feedback meeting.

Deliver feedback effectively.

Possible Effects of Possible Effects of FeedbackFeedback

(Used with the permission of David Nadler)

Feedback

Energy?

PositiveDirection?

Structures/Processes?

NoChange

Yes

Yes

Yes

Yes No

No

No

NoChange

NoChange

Change

Expressions of Expressions of ResistanceResistance

Deny the data

Deny responsibility

Feedback Feedback CriteriaCriteria Is it relevant? Is it understandable? Is it descriptive? Is it limited? Is it impactable? Is it comparative? Is it unfinalized?

Presenting Presenting Feedback DataFeedback Data Present positive data first Order your

findings/recommendations Highest payoffs first Quick fixes, then long-

term solutions

Limit the data

Module 5: Key PointsModule 5: Key Points

Effective feedback creates positive energy for change

Meet with client in advance of the feedback meeting

Give meeting recipients time to understand/discuss the data

End meeting with action planning

Block’s ModelBlock’s Model

Entry and Contracting Data Collection and

Diagnosis Feedback and the

Decision to Act Implementation Extension, Recycle, or

Termination

Module 6: Module 6: OverviewOverview

Focus on the “people” issues

William Bridges’ work on “Transitions”

An implementation case study

Module 6: ObjectivesModule 6: Objectives

By the end of this module, you will be able to:

Identify key elements required for implementing change successfully.

Identify actions that help support people through the change process.

WheelbarrowWheelbarrow

ChangeChange

The new external situation

TransitionTransition

The internal psychological

process people go through

Bridges’ Change ModelBridges’ Change Model

ENDINGSNEUTRAL

ZONE BEGINNINGS

EndingsEndingsLetting go of the past

Predominant emotion is fear—losing something of value

What helps—two-way communication,

empathy, involvement

Neutral ZoneNeutral ZoneTrying out the change

Predominant emotion is confusion—Will it work? Will I succeed?

What helps—two-way communication, empathy, involvement

BeginningsBeginningsCommitment to the

change

Positive attitudes prevail—the change is working out

What helps—Reinforcement of efforts, celebrations of success

Module 6 Key PointsModule 6 Key Points

Resistance to change is natural Bridges’ framework can be useful:

Endings, Neutral Zone, Beginnings Essential elements:

Two-way communication Empathy Involvement

Module 7: Module 7: OverviewOverview

Evaluating consulting projects

Phase V: Extension, Recycle, Termination

Module 7: ObjectivesModule 7: Objectives

By the end of this module, you will be able to:

Plan for an evaluation of a consulting project

Describe the elements involved in the final phase of consulting

Types of Types of EvaluationsEvaluations

Process evaluations

Results evaluations

Evaluation Evaluation PlanningPlanning What do we want to know? What should be measured

to determine what we want to know?

Where should the data come from, and how should it be collected?

When should we measure? What will be done with the

results?

Kirkpatrick Kirkpatrick ModelModel Results Data

Reaction Data

Behavior Data

Learning Data

Block’s ModelBlock’s Model Entry and

Contracting Data Collection and

Diagnosis Feedback and the

Decision to Act Implementation Extension, Recycle,

or Termination

Module 7: Key PointsModule 7: Key Points

Develop a preliminary evaluation plan Review the plan with the client Perform the final consulting phase, as

appropriate—Extension, Recycle, or Termination

Leave when the client is able to continue without you

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