Process consultation

Organizational Development; Process Consultation powepoint presentation.

1. PROCESS CONSULTATION Manisha Halai MBA AVINASHILINGAM UNIVERSITY

2. Process Consultation “A set of activities on the part of the consultant that help the Client to perceive, understand and act upon the process events that occur in the client’s environment in order to improve the situation as defined by the client”. (Schein,1999)

3. Process Consultation Partnership between client and consultant; Consultant and client act equal Client provides knowledge of organization’s nature,business,and issues Consultant provides knowledge of techniques, ways of thinking, and practices that can solve the problems.

4. Cont.... Partnership model ensures against false solutions that may be trendy , clever and wholesome. But are not fully applicable and sufficiently relevant to the particular organizational development issue.

5. Cont.... Proper maintenance of mutual responsibility Client owns the problem and determines the solutions. Consultant helps clients to see issues and finds what needs to be done Process Consultant ensures that a real solution, not an attractive but impermanent fix ,is obtained

6. Cont.... Increased capacity for lessons learned “Masked rider ” consultant -provides a silver bullet may be widely honoured and cheered by all Ammunition doesn’t last and someone has to be called again. By providing help that is that’s learning based PC –ensures increased ability by client to continue to deal with situation.

7. Cont ...... Better fit with current Organizational needs Sharing of problem diagnosis and resolution leads to shared vision. Expert consultation have a toolkit of best practice methods, But process consultant ensure that tools which are employed will best fit organization’s needs and interests.

8. Process consultation -Focus 1.Built a relationship Permit consultant and client to deal with reality. Remove consultants areas of ignorance Acknowledge consultant’s behaviour as being always an intervention. Service of giving clients insight into what is going on around them.

9. Cont... 2.Help client figure out what they should do about the situation. Clients must be helped to remain proactive. Clients must own the problem Clients know true complexity of their situation and they know what will work in the culture where they live.

10. PC Intervention Clients do not know what is really wrong and need help in diagnosing what their problems actually are. But they ‘’own’’ problem Clients do not know what kind of help consultants can give them They need to be helped to know what kind of help to seek Clients have constructive intends to improve things ,but they often need help in identifying what to help in identifying what to improve and how to improve it.

11. Cont.... Organization can be effective than they are : If Managers and employees learn to diagnose Manage –strengths and weaknesses No org. Is perfect Every form of org.-weaknesses Compensatory mechanism must be found.

12. Cont... Decision making in hands of clients PC model-Pass on skill Expert model and doctor-patient model –remedial and preventive model. “Instead of giving people fish , teach them how to fish” fits this models well

13. Doctor-Patient Model Client experiences symptoms , something is wrong but do not have a clue about figuring out what is wrong or how to fix it Diagnosis process is delegated to consultant along with obligation to come up with a remedy.

14. Cont... Client –dependent on Consultant until such time as consultant makes a prescription, Unless consultant engages client in becoming more active on his/her own behalf. Manager detect symptoms of ill health , such as dropping sales ,high number of customer complaints , or quality problem but may not know how to make a diagnosis of what is causing problems

15. Assumptions DPM Client correctly interpreted symptoms and sick “area” Client trust diagnostic information –by consultation “sick” person or group reveal correct information necessary to arrive at a diagnosis and cure i.e will trust doctor enough to “level” with him/her

16. Cont.... Client is willing to accept and implement whatever prescription is given. Patient/client will be able to remain healthy after he doctor/consultant leaves.

17. DPM NOTICE More power lies Consultation- She diagnoses , prescribes and administers the cure Client dependent on consultant Outside consultant can come into situation , identify problems and remedy them

18. Cont.... Model is appeal to Consultant because; It empowers them Endows them with X-ray vision Consultants commend fees -diagnoses and remedial course of action. Analysis and diagnosis leading to specific written documentation. If not incomplete job