Internal Consulting Skills
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Transcript of Internal Consulting Skills
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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