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Good day writer, Please see the attached screenshots for the assignment instructions. – ## 9781292259529_pp01.pptx – ## 9781292259529_pp02.pptx – ## Chapter01.pptx – ## Chapter03.pptx – ## Chapter02.pptx – Screenshot2024-01-07at5.39.30PM.png **## 9781292259529_pp01.pptx** Part 1 Management consulting in context and how it adds value Business and Management Consulting Delivering an Effective Project Sixth Edition Chapter 1 The nature of management consulting and how it adds value Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 1 Figure 1.1 Share by industry sector of European consulting market, 2004–2017 Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 2 ## image2.jpg ## image3.gif ## image1.emf **## 9781292259529_pp02.pptx** Part 1 Management consulting in context and how it adds value Business and Management Consulting Delivering an Effective Project Sixth Edition Chapter 2 Consulting: the wider context and consulting process Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 1 Figure 2.1 Examples of the drivers for key risks Source: The Institute of Risk Management. A Risk Management Standard © AIRMIC, ALARM, IRM 2002. Reproduced with permission. Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 2 Figure 2.2 Consulting process Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 3 ## image2.jpg ## image3.gif ## image4.gif ## image1.emf **## Chapter01.pptx** Flawless Consulting — Getting Your Expertise Used By Peter Block Chapter 1 Chapter 1 A Consultant By Any Other Name… Some Definitions And Distinctions A consultant is a person in a position to have some influence over an individual, a group, or an organization but has no direct power to make changes or implement programs. A manager is someone who has direct responsibility over the action. A client is the person or persons whom the consultant wants to influence. Line managers are clients for services provided by support people within the organization. Chapter 1 A Consultant By Any Other Name Some Definitions And Distinctions There are three kinds of skills you need to do a good job: Technical Skills Interpersonal Skills Consulting Skills Chapter 1 A Consultant By Any Other Name… Consulting Skill Preview Five Phases of Consulting: Phase 1: Entry and Contracting The initial contact with a client about the project. Phase 2: Discovery and Dialogue Consultants need to come up with their own sense of both the problem and the strengths the client has. They also need skill in helping the client do the same. Chapter 1 A Consultant By Any Other Name… Consulting Skills Preview Phase 3: Analysis and the Decision to Act The inquiry and dialogue must be organized and reported in some fashion. It includes setting ultimate goals for the project and selecting the best action steps or changes. Phase 4: Engagement and Implementation This involves carrying out the planning for phase 3. Chapter 1 A Consultant By Any Other Name… Consulting Skills Preview Phase 5: Extension, Recycle, or Termination Phase 5 is about learning from engagement. Decision to extend the process to a larger segment of the organization. Sometimes it is not until after some implementation occurs that a clear picture of the real problem emerges. In this case, the process recycles and new contract needs to be discussed. If a moderate-to-high failure, termination of further involvement on this project may be the offing. Chapter 1 A Consultant By Any Other Name… The Promise of Flawless Consultation Have your expertise better used Have your recommendations more frequently implemented Work in more of a partnership role with clients Avoid no-win consulting situations Develop internal commitment in your clients Receive support from your clients Increase the leverage you have with clients Establish more trusting relationships with clients ## image1.jpeg **## Chapter03.pptx** Flawless Consulting — Getting Your Expertise Used By Peter Block Chapter 3 Chapter 3 Flawless Consulting Being Authentic Authentic behavior with a client means you put into words what you are experiencing with the client as you work. Chapter 3 Flawless Consulting Completing The Requirements of Each Phase In addition to being authentic, flawless consulting demands knowledge of the task requirements of each phase of the project. These requirements are the business of each phase and must be completed before moving on. Chapter 3 Flawless Consulting Completing The Requirements Of Each Phase A brief description of the requirements of each phase: Contracting Negotiate wants. Cope with mixed motivation. Surface concerns about exposure and loss of control. Understand triangular and rectangular contracts. Chapter 3 Flawless Consulting Completing The Requirements Of Each Phase Discovery and Inquiry Layers of inquiry. Political climate. Resistance to sharing information. The interview as a joint learning event. Chapter 3 Flawless Consulting Completing The Requirements Of Each Phase Feedback and the Decision to Act Funneling data. Presenting personal and organizational data. Managing the meeting for action. Focusing on the here and now. Don’t take it personally. Chapter 3 Flawless Consulting Completing The Requirements Of Each Phase Engagement and Implementation Encourage difficult public exchanges. Put real choice on the table. Change the conversation to change the culture. Design more participation than presentation. Bet on engagement over mandate and persuasion. Pay attention to place. Chapter 3 Flawless Consulting Results It is essential to be clear on what you as consultant are responsible for and what the line manager is responsible for. Chapter 3 Flawless Consulting Accountability The key to increasing the chances for success is to keep focusing on how you work with clients. Our own actions, our own awareness: this is what we should be accountable for. Chapter 3 Flawless Consulting The Right To Fail No action by a consultant will guarantee results with a client. Your own responsibility as a consultant is to present information as simply, directly, and assertively as possible and to complete the tasks of each phase of the consultation. ## image1.jpeg **## Chapter02.pptx** Flawless Consulting — Getting Your Expertise Used By Peter Block Chapter 2 Chapter 2 Techniques Are Not Enough In acting as a consultant, you always operate at two levels: One level is the content – the cognitive part of a discussion between your self and the client. At the same time and at another level, both you and your client are generating and sensing your feelings about each other. Chapter 2 Techniques Are Not Enough Beyond Content A major objective of every consultation is to encourage you to focus on and value the affective, or interpersonal, aspect of the relationship you have with the client. There are four elements to the affective side of consultant – client interaction that are always operating: Responsibility Feelings Trust Your Own Needs Summing Up Chapter 2 Techniques Are Not Enough The Consultant’s Assumptions Any view of what makes for effective consultation relies heavily on the assumptions the consultant has about what makes an effective organization. Set of assumptions that underlie the consulting approach presented in this book: Problem Solving Requires Valid Data Effective Decision Making Requires Free and Open Choice Effective Implementation Requires Internal Commitment Chapter 2 Techniques Are Not Enough The Consultant’s Assumptions Set of assumptions that underlie the consulting approach: Problem Solving Requires Valid Data Valid Data: Objective data about ideas, events, or situations that everyone accepts as facts Personal data are also “facts”, but they concern how individuals feels about what is happening to them and around them. Chapter 2 Techniques Are Not Enough The Consultant’s Assumptions Effective Decision Making Requires Free and Open Choice Organizations seem to work better when people have an opportunity to influence decisions that have a direct impact on their work. Chapter 2 Techniques Are Not Enough The Consultant’s Assumptions Effective Implementation Requires Internal Commitment People readily commit themselves to things they believe will further their interests. Chapter 2 Techniques Are Not Enough The Consultant’s Goals Goal 1: Establish a Collaborative Relationship Goal 2: Solve Problems So They Stay Solved Goal 3: Ensure Attention Is Given to Both the Technical/Business Problem and the Relationships Chapter 2 Techniques Are Not Enough Developing Client Commitment – A Secondary Goal Of Each Consulting Act The consultant needs to be conscious of building internal commitment throughout the consulting process. Client commitment is the key to consultant leverage and impact. Chapter 2 Techniques Are Not Enough Roles Consultants Choose Expert Role The manager has elected to play an inactive role. Decisions on how to proceed are made by the consultant on the basis of his or her expert judgment. The consultant gathers the information needed for problem analysis and decides what methods of data collection and analysis to use. Technical control rests with the consultant. Chapter 2 Techniques Are Not Enough Roles Consultants Choose Pair-of-Hands Role The consultant takes a passive role. The manager makes the decisions on how to proceed. The manager selects the methods for discovery and analysis. Control rests with manager. Collaboration is not really necessary. Two-way communication is limited. The manager specifies change procedures for the consultant to implement. The manager specifies change procedures for the consultant to implement. The consultant’s goal is to make the system more effective by the application of specialized knowledge. Chapter 2 Techniques Are Not Enough Roles Consultants Choose Collaborative Role The consultant and the manager work to become interdependent. Decision making is bilateral. Data collection and analysis are joint efforts. Control issues become matters for discussion and negotiation. Collaboration is considered essential. Communication is two-way. Implementation responsibilities are determined by discussion and agreement. The goal is to solve problems so they stay solved. Chapter 2 Techniques Are Not Enough Collaboration And The Fear Of Holding Hands Confusion about the distinction between the expert role and the collaborative role. The more the consultative process can be collaborative, the better the odds for success are after the consultant has left. Chapter 2 Techniques Are Not Enough Staging The Client’s Involvement, Step By Step Step 1: Define the Initial Problem Step 2: Decide Whether to Proceed with the Project Step 3: Select the Dimensions to Be Studied Step 4: Decide Who Will Be Involved in the Project Step 5: Select the Method Step 6: Do Discovery Step 7-9: Funneling the Data and Making Sense of It Step 10: Provide the Results Step 11: Make Recommendations Step 12: Decide on Actions ## image1.jpeg **Screenshot2024-01-07at5.39.30PM.png** This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2024-01-07at5-39-30pm-png) **Screenshot2024-01-07at5.39.30PM.png** This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2024-01-07at5-39-30pm-png) **## 9781292259529_pp01.pptx** Part 1 Management consulting in context and how it adds value Business and Management Consulting Delivering an Effective Project Sixth Edition Chapter 1 The nature of management consulting and how it adds value Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 1 Figure 1.1 Share by industry sector of European consulting market, 2004–2017 Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 2 ## image2.jpg ## image3.gif ## image1.emf **## 9781292259529_pp02.pptx** Part 1 Management consulting in context and how it adds value Business and Management Consulting Delivering an Effective Project Sixth Edition Chapter 2 Consulting: the wider context and consulting process Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 1 Figure 2.1 Examples of the drivers for key risks Source: The Institute of Risk Management. A Risk Management Standard © AIRMIC, ALARM, IRM 2002. Reproduced with permission. Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 2 Figure 2.2 Consulting process Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 3 ## image2.jpg ## image3.gif ## image4.gif ## image1.emf **## Chapter01.pptx** Flawless Consulting — Getting Your Expertise Used By Peter Block Chapter 1 Chapter 1 A Consultant By Any Other Name… Some Definitions And Distinctions A consultant is a person in a position to have some influence over an individual, a group, or an organization but has no direct power to make changes or implement programs. A manager is someone who has direct responsibility over the action. A client is the person or persons whom the consultant wants to influence. Line managers are clients for services provided by support people within the organization. Chapter 1 A Consultant By Any Other Name Some Definitions And Distinctions There are three kinds of skills you need to do a good job: Technical Skills Interpersonal Skills Consulting Skills Chapter 1 A Consultant By Any Other Name… Consulting Skill Preview Five Phases of Consulting: Phase 1: Entry and Contracting The initial contact with a client about the project. Phase 2: Discovery and Dialogue Consultants need to come up with their own sense of both the problem and the strengths the client has. They also need skill in helping the client do the same. Chapter 1 A Consultant By Any Other Name… Consulting Skills Preview Phase 3: Analysis and the Decision to Act The inquiry and dialogue must be organized and reported in some fashion. It includes setting ultimate goals for the project and selecting the best action steps or changes. Phase 4: Engagement and Implementation This involves carrying out the planning for phase 3. Chapter 1 A Consultant By Any Other Name… Consulting Skills Preview Phase 5: Extension, Recycle, or Termination Phase 5 is about learning from engagement. Decision to extend the process to a larger segment of the organization. Sometimes it is not until after some implementation occurs that a clear picture of the real problem emerges. In this case, the process recycles and new contract needs to be discussed. If a moderate-to-high failure, termination of further involvement on this project may be the offing. Chapter 1 A Consultant By Any Other Name… The Promise of Flawless Consultation Have your expertise better used Have your recommendations more frequently implemented Work in more of a partnership role with clients Avoid no-win consulting situations Develop internal commitment in your clients Receive support from your clients Increase the leverage you have with clients Establish more trusting relationships with clients ## image1.jpeg **## Chapter03.pptx** Flawless Consulting — Getting Your Expertise Used By Peter Block Chapter 3 Chapter 3 Flawless Consulting Being Authentic Authentic behavior with a client means you put into words what you are experiencing with the client as you work. Chapter 3 Flawless Consulting Completing The Requirements of Each Phase In addition to being authentic, flawless consulting demands knowledge of the task requirements of each phase of the project. These requirements are the business of each phase and must be completed before moving on. Chapter 3 Flawless Consulting Completing The Requirements Of Each Phase A brief description of the requirements of each phase: Contracting Negotiate wants. Cope with mixed motivation. Surface concerns about exposure and loss of control. Understand triangular and rectangular contracts. Chapter 3 Flawless Consulting Completing The Requirements Of Each Phase Discovery and Inquiry Layers of inquiry. Political climate. Resistance to sharing information. The interview as a joint learning event. Chapter 3 Flawless Consulting Completing The Requirements Of Each Phase Feedback and the Decision to Act Funneling data. Presenting personal and organizational data. Managing the meeting for action. Focusing on the here and now. Don’t take it personally. Chapter 3 Flawless Consulting Completing The Requirements Of Each Phase Engagement and Implementation Encourage difficult public exchanges. Put real choice on the table. Change the conversation to change the culture. Design more participation than presentation. Bet on engagement over mandate and persuasion. Pay attention to place. Chapter 3 Flawless Consulting Results It is essential to be clear on what you as consultant are responsible for and what the line manager is responsible for. Chapter 3 Flawless Consulting Accountability The key to increasing the chances for success is to keep focusing on how you work with clients. Our own actions, our own awareness: this is what we should be accountable for. Chapter 3 Flawless Consulting The Right To Fail No action by a consultant will guarantee results with a client. Your own responsibility as a consultant is to present information as simply, directly, and assertively as possible and to complete the tasks of each phase of the consultation. ## image1.jpeg **## Chapter02.pptx** Flawless Consulting — Getting Your Expertise Used By Peter Block Chapter 2 Chapter 2 Techniques Are Not Enough In acting as a consultant, you always operate at two levels: One level is the content – the cognitive part of a discussion between your self and the client. At the same time and at another level, both you and your client are generating and sensing your feelings about each other. Chapter 2 Techniques Are Not Enough Beyond Content A major objective of every consultation is to encourage you to focus on and value the affective, or interpersonal, aspect of the relationship you have with the client. There are four elements to the affective side of consultant – client interaction that are always operating: Responsibility Feelings Trust Your Own Needs Summing Up Chapter 2 Techniques Are Not Enough The Consultant’s Assumptions Any view of what makes for effective consultation relies heavily on the assumptions the consultant has about what makes an effective organization. Set of assumptions that underlie the consulting approach presented in this book: Problem Solving Requires Valid Data Effective Decision Making Requires Free and Open Choice Effective Implementation Requires Internal Commitment Chapter 2 Techniques Are Not Enough The Consultant’s Assumptions Set of assumptions that underlie the consulting approach: Problem Solving Requires Valid Data Valid Data: Objective data about ideas, events, or situations that everyone accepts as facts Personal data are also “facts”, but they concern how individuals feels about what is happening to them and around them. Chapter 2 Techniques Are Not Enough The Consultant’s Assumptions Effective Decision Making Requires Free and Open Choice Organizations seem to work better when people have an opportunity to influence decisions that have a direct impact on their work. Chapter 2 Techniques Are Not Enough The Consultant’s Assumptions Effective Implementation Requires Internal Commitment People readily commit themselves to things they believe will further their interests. Chapter 2 Techniques Are Not Enough The Consultant’s Goals Goal 1: Establish a Collaborative Relationship Goal 2: Solve Problems So They Stay Solved Goal 3: Ensure Attention Is Given to Both the Technical/Business Problem and the Relationships Chapter 2 Techniques Are Not Enough Developing Client Commitment – A Secondary Goal Of Each Consulting Act The consultant needs to be conscious of building internal commitment throughout the consulting process. Client commitment is the key to consultant leverage and impact. Chapter 2 Techniques Are Not Enough Roles Consultants Choose Expert Role The manager has elected to play an inactive role. Decisions on how to proceed are made by the consultant on the basis of his or her expert judgment. The consultant gathers the information needed for problem analysis and decides what methods of data collection and analysis to use. Technical control rests with the consultant. Chapter 2 Techniques Are Not Enough Roles Consultants Choose Pair-of-Hands Role The consultant takes a passive role. The manager makes the decisions on how to proceed. The manager selects the methods for discovery and analysis. Control rests with manager. Collaboration is not really necessary. Two-way communication is limited. The manager specifies change procedures for the consultant to implement. The manager specifies change procedures for the consultant to implement. The consultant’s goal is to make the system more effective by the application of specialized knowledge. Chapter 2 Techniques Are Not Enough Roles Consultants Choose Collaborative Role The consultant and the manager work to become interdependent. Decision making is bilateral. Data collection and analysis are joint efforts. Control issues become matters for discussion and negotiation. Collaboration is considered essential. Communication is two-way. Implementation responsibilities are determined by discussion and agreement. The goal is to solve problems so they stay solved. Chapter 2 Techniques Are Not Enough Collaboration And The Fear Of Holding Hands Confusion about the distinction between the expert role and the collaborative role. The more the consultative process can be collaborative, the better the odds for success are after the consultant has left. Chapter 2 Techniques Are Not Enough Staging The Client’s Involvement, Step By Step Step 1: Define the Initial Problem Step 2: Decide Whether to Proceed with the Project Step 3: Select the Dimensions to Be Studied Step 4: Decide Who Will Be Involved in the Project Step 5: Select the Method Step 6: Do Discovery Step 7-9: Funneling the Data and Making Sense of It Step 10: Provide the Results Step 11: Make Recommendations Step 12: Decide on Actions ## image1.jpeg **Screenshot2024-01-07at5.39.30PM.png** This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2024-01-07at5-39-30pm-png) **## 9781292259529_pp01.pptx** Part 1 Management consulting in context and how it adds value Business and Management Consulting Delivering an Effective Project Sixth Edition Chapter 1 The nature of management consulting and how it adds value Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 1 Figure 1.1 Share by industry sector of European consulting market, 2004–2017 Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 2 ## image2.jpg ## image3.gif ## image1.emf **## 9781292259529_pp02.pptx** Part 1 Management consulting in context and how it adds value Business and Management Consulting Delivering an Effective Project Sixth Edition Chapter 2 Consulting: the wider context and consulting process Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 1 Figure 2.1 Examples of the drivers for key risks Source: The Institute of Risk Management. A Risk Management Standard © AIRMIC, ALARM, IRM 2002. Reproduced with permission. Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 2 Figure 2.2 Consulting process Copyright © 2020, 2016, 2012 Pearson Education, Inc. All Rights Reserved 3 ## image2.jpg ## image3.gif ## image4.gif ## image1.emf **## Chapter01.pptx** Flawless Consulting — Getting Your Expertise Used By Peter Block Chapter 1 Chapter 1 A Consultant By Any Other Name… Some Definitions And Distinctions A consultant is a person in a position to have some influence over an individual, a group, or an organization but has no direct power to make changes or implement programs. A manager is someone who has direct responsibility over the action. A client is the person or persons whom the consultant wants to influence. Line managers are clients for services provided by support people within the organization. Chapter 1 A Consultant By Any Other Name Some Definitions And Distinctions There are three kinds of skills you need to do a good job: Technical Skills Interpersonal Skills Consulting Skills Chapter 1 A Consultant By Any Other Name… Consulting Skill Preview Five Phases of Consulting: Phase 1: Entry and Contracting The initial contact with a client about the project. Phase 2: Discovery and Dialogue Consultants need to come up with their own sense of both the problem and the strengths the client has. They also need skill in helping the client do the same. Chapter 1 A Consultant By Any Other Name… Consulting Skills Preview Phase 3: Analysis and the Decision to Act The inquiry and dialogue must be organized and reported in some fashion. It includes setting ultimate goals for the project and selecting the best action steps or changes. Phase 4: Engagement and Implementation This involves carrying out the planning for phase 3. Chapter 1 A Consultant By Any Other Name… Consulting Skills Preview Phase 5: Extension, Recycle, or Termination Phase 5 is about learning from engagement. Decision to extend the process to a larger segment of the organization. Sometimes it is not until after some implementation occurs that a clear picture of the real problem emerges. In this case, the process recycles and new contract needs to be discussed. If a moderate-to-high failure, termination of further involvement on this project may be the offing. Chapter 1 A Consultant By Any Other Name… The Promise of Flawless Consultation Have your expertise better used Have your recommendations more frequently implemented Work in more of a partnership role with clients Avoid no-win consulting situations Develop internal commitment in your clients Receive support from your clients Increase the leverage you have with clients Establish more trusting relationships with clients ## image1.jpeg **## Chapter03.pptx** Flawless Consulting — Getting Your Expertise Used By Peter Block Chapter 3 Chapter 3 Flawless Consulting Being Authentic Authentic behavior with a client means you put into words what you are experiencing with the client as you work. Chapter 3 Flawless Consulting Completing The Requirements of Each Phase In addition to being authentic, flawless consulting demands knowledge of the task requirements of each phase of the project. These requirements are the business of each phase and must be completed before moving on. Chapter 3 Flawless Consulting Completing The Requirements Of Each Phase A brief description of the requirements of each phase: Contracting Negotiate wants. Cope with mixed motivation. Surface concerns about exposure and loss of control. Understand triangular and rectangular contracts. Chapter 3 Flawless Consulting Completing The Requirements Of Each Phase Discovery and Inquiry Layers of inquiry. Political climate. Resistance to sharing information. The interview as a joint learning event. Chapter 3 Flawless Consulting Completing The Requirements Of Each Phase Feedback and the Decision to Act Funneling data. Presenting personal and organizational data. Managing the meeting for action. Focusing on the here and now. Don’t take it personally. Chapter 3 Flawless Consulting Completing The Requirements Of Each Phase Engagement and Implementation Encourage difficult public exchanges. Put real choice on the table. Change the conversation to change the culture. Design more participation than presentation. Bet on engagement over mandate and persuasion. Pay attention to place. Chapter 3 Flawless Consulting Results It is essential to be clear on what you as consultant are responsible for and what the line manager is responsible for. Chapter 3 Flawless Consulting Accountability The key to increasing the chances for success is to keep focusing on how you work with clients. Our own actions, our own awareness: this is what we should be accountable for. Chapter 3 Flawless Consulting The Right To Fail No action by a consultant will guarantee results with a client. Your own responsibility as a consultant is to present information as simply, directly, and assertively as possible and to complete the tasks of each phase of the consultation. ## image1.jpeg **## Chapter02.pptx** Flawless Consulting — Getting Your Expertise Used By Peter Block Chapter 2 Chapter 2 Techniques Are Not Enough In acting as a consultant, you always operate at two levels: One level is the content – the cognitive part of a discussion between your self and the client. At the same time and at another level, both you and your client are generating and sensing your feelings about each other. Chapter 2 Techniques Are Not Enough Beyond Content A major objective of every consultation is to encourage you to focus on and value the affective, or interpersonal, aspect of the relationship you have with the client. There are four elements to the affective side of consultant – client interaction that are always operating: Responsibility Feelings Trust Your Own Needs Summing Up Chapter 2 Techniques Are Not Enough The Consultant’s Assumptions Any view of what makes for effective consultation relies heavily on the assumptions the consultant has about what makes an effective organization. Set of assumptions that underlie the consulting approach presented in this book: Problem Solving Requires Valid Data Effective Decision Making Requires Free and Open Choice Effective Implementation Requires Internal Commitment Chapter 2 Techniques Are Not Enough The Consultant’s Assumptions Set of assumptions that underlie the consulting approach: Problem Solving Requires Valid Data Valid Data: Objective data about ideas, events, or situations that everyone accepts as facts Personal data are also “facts”, but they concern how individuals feels about what is happening to them and around them. Chapter 2 Techniques Are Not Enough The Consultant’s Assumptions Effective Decision Making Requires Free and Open Choice Organizations seem to work better when people have an opportunity to influence decisions that have a direct impact on their work. Chapter 2 Techniques Are Not Enough The Consultant’s Assumptions Effective Implementation Requires Internal Commitment People readily commit themselves to things they believe will further their interests. Chapter 2 Techniques Are Not Enough The Consultant’s Goals Goal 1: Establish a Collaborative Relationship Goal 2: Solve Problems So They Stay Solved Goal 3: Ensure Attention Is Given to Both the Technical/Business Problem and the Relationships Chapter 2 Techniques Are Not Enough Developing Client Commitment – A Secondary Goal Of Each Consulting Act The consultant needs to be conscious of building internal commitment throughout the consulting process. Client commitment is the key to consultant leverage and impact. Chapter 2 Techniques Are Not Enough Roles Consultants Choose Expert Role The manager has elected to play an inactive role. Decisions on how to proceed are made by the consultant on the basis of his or her expert judgment. The consultant gathers the information needed for problem analysis and decides what methods of data collection and analysis to use. Technical control rests with the consultant. Chapter 2 Techniques Are Not Enough Roles Consultants Choose Pair-of-Hands Role The consultant takes a passive role. The manager makes the decisions on how to proceed. The manager selects the methods for discovery and analysis. Control rests with manager. Collaboration is not really necessary. Two-way communication is limited. The manager specifies change procedures for the consultant to implement. The manager specifies change procedures for the consultant to implement. The consultant’s goal is to make the system more effective by the application of specialized knowledge. Chapter 2 Techniques Are Not Enough Roles Consultants Choose Collaborative Role The consultant and the manager work to become interdependent. Decision making is bilateral. Data collection and analysis are joint efforts. Control issues become matters for discussion and negotiation. Collaboration is considered essential. Communication is two-way. Implementation responsibilities are determined by discussion and agreement. The goal is to solve problems so they stay solved. Chapter 2 Techniques Are Not Enough Collaboration And The Fear Of Holding Hands Confusion about the distinction between the expert role and the collaborative role. The more the consultative process can be collaborative, the better the odds for success are after the consultant has left. Chapter 2 Techniques Are Not Enough Staging The Client’s Involvement, Step By Step Step 1: Define the Initial Problem Step 2: Decide Whether to Proceed with the Project Step 3: Select the Dimensions to Be Studied Step 4: Decide Who Will Be Involved in the Project Step 5: Select the Method Step 6: Do Discovery Step 7-9: Funneling the Data and Making Sense of It Step 10: Provide the Results Step 11: Make Recommendations Step 12: Decide on Actions ## image1.jpeg **Screenshot2024-01-07at5.39.30PM.png** This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2024-01-07at5-39-30pm-png) – 1 – 2 – 3 – 4 – 5 – 6