OH 1-2 Skills for Internal Skills for Internal Consultants Consultants Penny L Ittner, Donald G. Roberts, Alex F. Douds Facilitated by Jason R. Murphy Manager, Employee Training and Organizational Development American Express CSBS Operations Training
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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
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: