MGMT 422 (TAMU) - QUIZ 2

content "thinking"

affective "feeling"

consultants operate on two levels. What are they?

content "thinking" level

the cognitive part of the discussion between you and the client

the analytical, rational or explicit part of the conversation, where you are working on the technical/business situation

affective "feeling" level

you and the client are sensing feelings about each other (acceptance or resistance), tension, support or confrontation

real concerns

information about a clients ___________ _________________ is important for establishing a good relationship

responsibility, feelings, trust, your own needs

4 elements to the affective side of the relationship

responsibility

responsibility for what is planned and takes place must be 50/50 between you and client

feelings

consultant must keep in mind the clients feelings along with thier own.

usually however the consultant is feeling about working with the client is how the organization feels as well.

trust

ask the client how they feel about your confidentiality and ask about doubts they have working with you to build trust.

the more distrust you put into words the more you are likely to build trust.

your own needs

consultant is entitled to their own needs so they feel they are doing something worthwhile.

acceptance/inclusion/

validation/access to info/support from management

consultant assumptions

-problem solving requires valid date (eliminates confusion) (objective and personal data)

-effective decision making requires free and open choice

-effective implementation requires internal commitment

consultant goals

establish collaborative relationship

solve problems so they stay solved

ensure action give to technical & business problem & relationship

commitment

client _________________ is key to consultant leverage and impact

expert, pair of hands, collaborative

3 roles consultants can play

expert role

Manager elected to play an inactive role and hold consultants responsible for results.

Decisions and methodology are made by the consultant and communication is limited.

pair of hands role

Manager sees the consultant as an extra pair of hands and the manager retains full control.

The consultant is expected to apply their knowledge to implement action plans that the manager has defined.

collaborative role

The manager is actively involved in setting goals, gathering data, developing action plans and sharing responsibility for success or failure.

Communication is a two-way process for problem solving.

The more the consultative process can be collaborative, the better the odds for success are after the consultant has left.

expertise

the core transaction of any consulting contract is the transfer of _______________ from the consultant to client.

- am I being authentic

- am I completing the business of the consulting phase I am in?

2 questions to ask yourself when dealing with a client:

being authentic

Putting into words that you are experiencing with the client as you work

leads to higher trust, leverage, and commitment

essential to operating flawlessly

contracting

Negotiate wants: what each wants from the other

Cope with mixed emotions: clients want to help you but also wish they had never met you

Surface concerns about exposure and loss of control: clients usually have concerns about a consulting project and are expressed indirectly

Understanding triangular and rectangular contracts: You, the client, and the client's boss (triangular). You, the client, the client's boss, your own boss (rectangular). Clarify who is involved in the project.

discovery & inquiry

Layers of Inquiry: Consultants need to name the layers of the problem clearly and simply.

Political Climate: understand the political situation and determine how it will affect your project and recommendations.

Resistance to Sharing Information: client usually never gives the full story to understand what is happening. This has to be identified and expressed.

The Interview as a Joint Learning Event: Don't see your role in discovery as passive.

feedback & decision to act

Funneling Data: Items selected for feedback should be actionable and under the client's control.

Presenting Personal and Organizational Data: Personal and organizational data need to be included in reports.

Managing and Meeting for Action: Consult must present a clear picture to the client and decide where to move forward. Possibly the last chance to influence the decision for implementation.

Focusing on the Here and Now: Identifying how the client is managing feedback.

Don't Take it Personally

engagement & implementation

Bet on Engagement over Mandate and Persuasion: how you involve people will determine their commitment.

Design More Participation than Presentation: demonstrate that employee attitude will dictate success.

Encourage Difficult Public Exchanges: Trust is built by dealing with difficult issues early and publicly.

Put Real Choice on the Table: Bring people into the decision about change as early as possible. Commitment comes from having choice.

Change the Conversation to Change the Culture: encourage dialogue that is void of blame, history, and attention and focus on purpose and meaning, uniqueness and proposes to new change.

Pay attention to Place: When you have a choice about the structure of the room, take advantage of it. The room, seating and meeting can carry strong meanings.

flawless consulting

You know your area of expertise

Behave authentically

complete the business of each consulting phase

Act to build capacity for the client to solve the next problem on their own

right to fail

No action by a consultant will guarantee results with a client because

- Each of us learn and use information differently

- The manager is responsible for the rehabilitation