Consultant Client Relationship Intervention

8/2/2019 Consultant Client Relationship Intervention

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2/15

Client Selection

Entry

Contracting

Formation of ideal modelDiagnosis

Design alternative

Goal selection

Planning Intervention

Monitor/Evaluate

Stabilize


3/15

Goal-Setting

T-Groups

Life Planning

Sensitivity Training

Stress Management

Job Design


4/15

Role Analysis

Role Negotiations

Confrontation

Team Building

Conflict Resolution

Mirroring


5/15

Internal and External Consultants

Professionals from other disciplines who

apply OD practices (e.g., TQM managers,IT/IS managers, compensation and benefits

managers)

Managers and Administrators who apply OD

from their line or staff positions (e.g.,project managers, product managers)


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Intrapersonal skills

Self-Awareness

Interpersonal skills

Ability to work with others and groupsAuthenticity

General consultation skills

Ability to get skills and knowledge used

Organization development theory

Knowledge of change processes


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To help make management decisions

To increase collaborative decision-making

Legitimizing informal systems

Become responsive to valid data

Legitimize conflict; disagreeing in harmony

Examine leadership and managementpractices


9/15

When people mean I dont like it

I dont understand aword you are saying.

Do as I say, dammit.

I wouldnt let your

group even get closeto my organization.

They express it bysaying I dont understand it.

Lets get more data.

Ill get back to you.

Let me talk it over with

my staff Nothing

Why dont you think itover and get back to me?

We want to talk to someothers about alternativeapproaches and well letyou know.


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Initial client team

Top management/CEO

VP of HR or other

Steering committee

Consultant is always creating change!

Therefore, each person or group directly or

indirectly touched by consultant is a client.


11/15

Expert on process and encouraging

collaboration

Okay to present alternatives along with

implications, costs and benefits

Not task or content, b/c

Client must develop its own resources

Client must take ownership of solutions (OD

consultant should not sell and defend ideas)Reduces trust and increases perception of

adversarial relationships and collusion

Expectations will change with greater reliance on

consultant as instrument of change


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Funneling Data into actionable items

Present personal and organizational data on

which recommendations may be

implemented Manage and control feedback meeting

Focus on present and how client is managing

and dealing with feedback

Dont take reactions personally; its hard toown up to problems


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Do not implement fads for fad sake Interventions address diagnosis

Depth of interventions is to needed level

Careful not to appease clients; some risk-taking may

be necessary

Engage in top-down vs. bottom-up interventions

More participation than presentation

Allow for difficult situations to surface

Commitment to solution through choices Dialogue on responsibility, purpose, meaning, &

opportunities

Physical environment of intervention


14/15

Honesty

Openness

Voluntarism Integrity

Confidentiality

Development of people

Development of consultant expertise

High standards

Self-awareness


15/15

Pavithra Raman

Babu Asokan

Asraar Ahmed

Sandhieep.A.C.

Hariprasad.N

Prasanna Boopathi.P

Dilipkumar

Vaidhyanatha Balaji.K.V

Consultant Client Relationship Intervention

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