Adlt 610 the contracting process 2010 classes 3 and 4
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The document discusses various aspects of the consulting process, including contracting with clients. It addresses who the client is, possible client reactions to consulting help, and maintaining the client's ownership of the problem and solution. The document also covers Schein's basic principles of consulting, such as always trying to be helpful and going with the flow. Questions are provided about balancing structure with flexibility in the consulting process. Considerations for initial client meetings and elements of an effective contract are also outlined.
Adlt 610 the contracting process 2010 classes 3 and 4
- 1. The Contracting Process ADLT 610 – Classes 3 and 4 Fall 2010
- 2. Agenda Questions, discussion to this point Locating your consultation site Overview of Contracting Who is the Client? Exercise in Schein
- 4. Possible Reactions of Client to Being Helped Resentment, defensiveness Relief Dependency, subordination Transference
- 5. Engage in Active Inquiry to Keep the Client in the “Driver’s Seat” Use active inquiry Remember the psychological dynamics involved in helping Distinguish between three levels of inquiry: Pure inquiry concentrates on the client’s telling of her story Exploratory diagnostic inquiry brings in the client’s feelings, reactions, and reasons in response to the consultant’s questions about how, what, and why Confrontative inquiry engages the client in considering the consultant’s ideas about how, what, and why
- 6. Reactions of Consultant to Client Use of power and authority Accept, overreact to client’s dependence on you Meet defensiveness with more pressure, rational discussion Resist entering the relationship, esp. when it means giving up the “One Up” position. Counter transference
- 7. Schein’s Basic Principles 1-6 Always try to be helpful Always stay in touch with current reality Access your ignorance Everything you do is an intervention It is the client who owns the problem and the solution Go with the flow
- 8. Schein’s Basic Principles 7 -10 7 . Timing is crucial. Be constructively opportunistic with confrontative interventions. Everything is data; errors are inevitable – learn from them. When in doubt, share the problem.
- 9. Questions to Ponder How do you reconcile "going with the flow" (Schein) with following the consulting stages linearly (Block)? … Is it necessary to follow Block's stages literally, or is there a chance that they can be mixed up or be iterative? What do you think?
- 10. Thoughts about the initial client meeting… Explore reason for working with a consultant Listen carefully and ask questions for clarification – but be careful not to cause defensiveness. Move the client from “what’s wrong” to “what would you like to see as a result?” Explore the readiness for change.
- 11. Thoughts about the initial client meeting (cont.) Explore potential for working together. Convey information about what you do and how you work. Build trust and confidence. Learn about the organization from their perspective. (You should have already researched the company before 1st meeting.) (Lippitts; Rothwell, et al.)
- 12. Some contract items… The boundaries of your analysis Objectives of the project The kind of information you will look for Your role in the project – how you want to work with the client
- 13. Some contract items (cont.) The product you will deliver Support and involvement you need from the client Time schedule Confidentiality Feedback to you later
- 14. Questions Clients Ask What are the deliverables? What will the final product look like? What are the critical milestones? How will progress be monitored? How can you help me with the kick-off of this project? How will we communicate? How many employees will need to be involved?
- 15. Contracting Skills Negotiate wants Cope with mixed motivation Surface concerns about exposure and loss of control Clarify all parties to the contract
- 16. Client Types Consultant Contact Client Makes initial contact with consultant Primary Client Individual /Group who works with the consultant to define the problem (pays the bill) Intermediate Clients Others involved in providing data on the problem Ultimate Clients Organization, community, society or stakeholders Unwitting Clients People affected by outcomes of the consulting intervention but are unaware of it Involved non-clients Can actively undermine the consultants’ efforts
- 17. Questions to Get Started What do you want to discuss? Who is the client for this project ? Who else will be at the meeting? What are their roles? How much time will we have? Are you are ready to begin? Are we going to discuss it further? Do we do anything at all?
- 18. Who is the Client Exercise 4.1 Work in pairs Exchange scenarios and give each person a chance to read yours Consider situations in which you found yourself providing help to others Reconstruct the case in terms of client roles Check your understanding of these with your partner in this class discussion Review the degree to which you took into account the needs of unwitting or ultimate clients / How did this influence your behavior? Draw some conclusions from your shared experiences
- 19. References Beich, E. (1999). The business of consulting: The basics and beyond. San Francisco: Jossey-Bass. Rothwell, W.J., Sullivan, R., & McLean, G.N. (1995). Practicing organization development: A guide for consultants. San Francisco: Jossey-Bass.
Editor's Notes
- #16: What are some competencies that consultants need? Ask direct questions – who is the client, who is a partner Elicit the client’s expectations Clearly and simply state what you want from the client Say no or postpone a project that isn’t 50/50 Probe directly for the client’s underlying concerns about losing control Probe directly for the client’s underlying concerns about exposure and vulnerability Give direct verbal support When the meeting is not going well, discuss directly with the client why it’s not going well