BY: MARY BETH CRAIGInternal Consulting: Real Inferno or Real Change?

INTERNAL CONSULTING 101

INTERNAL CONSULTING WITHIN AN ORGANIZATION

Typically, the consulting process starts out with senior management identifying a need for improvement within the organization. The problem is identified.

Management team explores different options on how they can improve the problem, and other possible organizational changes that may need to take place.

Based on observational experiences, and the Consulting in Business, Education, and Mental Health Class I took during my Master’s program.

Once the problem has been identified the senior management team may turn to an employee or employees within the company who have experience. They will clarify who and how this internal candidate can act as a consultant.

This internal employee (consultant) may very well be a seasoned employee who is already operating within the organization. Furthermore, this employee may be an expert in the specified area in which the company needs improvement.

The expert’s role is further defined by senior management.

In addition, Senior management must adequately explain the internal candidate’s role to all other employees where the change needs to be enacted.

CHOOSING THE INTERNAL CANDIDATE(S)

The written explanation of assignment can include:Clearly specifying the problem and the work to be completed.Establishing a time frame for the completion of the work.Establishing clear lines of authority.

Important for everyone involved in the assignment to know who is reporting to who.

WRITTEN EXPLANATION OF INTERNAL CONSULTING ASSIGNMENT

INTRODUCTION TO GENERIC MODEL OF CONSULTATION

Four StagesStage One – EntryStage Two – DiagnosisStage Three – ImplementationStage Four - Disengagement

Dougherty, A. M. (2014). Psychological consultation and collaboration in school and community settings (6th ed.). Belmont, CA: Brooks/Cole-Cengage.

PRIOR TO ENTRY STAGE

Prior to the internal consultant arriving on site (not after), executive management team should remind those in the organization where the change is needed:

The expert’s role and function.The expert’s purpose of coming into the department.What is expected to be accomplished within what time frame.Who else will be involved.

ENTRY STAGE

Starts with entry of consultant into the department–physical and psychologically.

Physical - It needs to be determined where the internal consultant will physically be seated in the system/department. By providing the consultant with a temporary office, the organization, as a whole, makes a significant statement of strong support behind the internal individual they have chosen to lead the assignment.

Psychologically – This is a gradual process of acceptance by the employees, where the change is to take place, of the internal consultant. Consultant must exhibit and understand the role the employees play, and the stressors they are undergoing during this time of change. It is important for an alliance to be formed with all who are involved in the project.

DIAGNOSIS STAGE

Often, the diagnosis is partially established before the expert was assigned or has arrived on site. Diagnosis of problem continues when the expert arrives on site.

At time of arrival on site, internal consultant will examine information relative to the known problem area, and a more systematic, detailed organizational analysis is done.

A goal will be provided with a specific outcome that is required to solve the problem. Clear communication of the goal should be shared with all parties-at-interest.

Brainstorm to come up with several solutions to the problem. Possible solutions may be that the employees need to be trained, re-trained on processes, or processes need to be adjusted.

It is entirely possible, what works for one department, may not work for another. Organizational cultural differences must be considered.

IMPLEMENTATION STAGEAt this point, the processes that need to be changed or entirely put into place have been identified. Some of the processes could have already been established as proven processes within the organization, but might not have been executed properly by employees.*

Cultural limitations need to be taken into account. The consultant needs to be sensitive to the skills and perceptions of employees, and he needs to be

able to communicate the suggested processes and changes accordingly.

When formulating the plan – watch out for hitches. Some of the hitches can be as follows: Trying to undertake too much, and too extensive of an intervention plan. Over examining the need for change and plan for change. Not spending enough time examining the plan, and failing to expect difficulties along the way. Failing to consider the solution plan’s impact on the organized inter-related structure. Inadequately identifying the outcome of the plan chosen to implement. Failing to consider the human-side factors.

*If dealing with a global consultation assignment, must keep in mind the cultural differences. Example: Processes that might work flawlessly in the United States may not work well in European countries.

IMPLEMENTATION STAGE (CONT.)

The implementation stage will be successful if:Roles were identified to conduct the implementation process, and the tasks consultant will

undertake.Consultant conducted brief interviews with employees, along with making observations of

current processes performed by employees.Consultant is present in supporting and enacting the change during entire process.There is secure administrative support in the area of the organization where change will be

carried out, and the backers understand the importance of the implementation.The quantity and quality of changes are viewed, by all involved, as important to the long-term

functioning of the department.

DISENGAGEMENT STAGE

Evaluating the consulting process makes perfect sense:Did the department/client system meet the goals of the intervention, the overall

effectiveness of the intervention, and the acceptance of the intervention by the department/employees?

How have the employees adapted to the changes in the system?List improvements observed during the process that could have been made.

DISENGAGEMENT STAGE (CONT.)

Questions to ask about the consulting assignment.To what degree has behavior in the client system changed in the desired location?To what degree was the consultant able to enter the system?In what ways has the organization changed as a result of consultation?To what degree have the goals been established?To what degree have established timetables been met?How successfully has the given procedural and process changes been carried

out?How effectively has the consultant established an effective working relationship

with the department/client system?Was the consultation worth the cost in time, effort and money?

DISENGAGEMENT STAGE (CONT.)

Goal is for employees to maintain the implemented changes after consultant is gone.

Consultant works with employees by reviewing the processes put in place during post-consultation.

Consultant begins to reduce involvement.Gradual reduction of involvement.The gradual reduction of involvement should be discussed, and agreed upon by

all individuals involved.

TERMINATING ASSIGNMENT

Prior to terminating the assignment, the termination date should be communicated and any questions and unresolved issues should be dealt with prior to exiting the client system.

The termination should not be handled too abruptly. Nor should termination be prolonged if there is no benefit to the system for the

extension.

QUESTIONS THAT STILL REMAIN – STAY TUNED

Who does the internal expert go to when things start to get a bit de-railed?What if employees are entirely resistant to the change process?What if senior management is disengaged in the process?Chain of command - who to go to for help?What happens during an organizational change in senior management

during the assignment?

I hope you enjoyed the presentation on internal consulting within an organization today. The insight I have gained, personally, will help guide me through a more successful internal consultant assignment in the future.

Dougherty, A. M. (2014). Psychological consultation and collaboration in school and community settings (6th ed.). Belmont, CA: Brooks/Cole-Cengage.