Scaling up the capacity of the consultingcommunity to practice conversationalapproaches to development - emerginglessons f...
My thanks to my fellow inquirers at OPM:Bob BakerLiz GooldDavid LoveMunira ThobaniPaul TarplettTo the Board of OPM ( The O...
Outline•  Why the need to scale up consulting capacity?•  What is conversational consulting?•  My story as a Practitioner/...
Why the need to scale up consultingcapacity?•  Client demand•  Shifts towards conversational leadership:‘the leader’s inte...
What is conversational consulting?Conversational consulting is the practice of enablingcontracted helping relationships th...
My story as a Practitioner/Researcher                        	                                          6
Questions•  What can I do to develop my own practice as a consultant in   a way that will support clients move to a conver...
Context and co-researchers‘OPM is an independent centre for the development of publicservices. We provide consultancy, coa...
Persuading the OPM Board•  Higher levels of innovation in our organisational consulting   work when compared with competit...
Research narrative—developingconversational inquiry•  Co-operative Inquiry‘Co-operative inquiry involves two or more peopl...
Research process•  6 formal meetings between February 2011 and February   2012•  Average attendance 4/5•  2 hours in lengt...
Emerging insights•  Context matters   Ø Shared values   Ø Organisational support (helps legitimacy)   Ø Concerns of cli...
Emerging insights•  Process matters   Ø Group ultimately designed its’ own unique process   Ø Crafting questions a strug...
Emerging insights about conversationalconsulting•  The consultant can more effectively live out their values•  A different...
Emerging insights about conversationalconsulting•  Often the need to explain to clients the approach you are   taking•  An...
Emerging insights about conversationalconsulting•  Has the potential to change the power dynamics between   client and con...
The voice of Munira‘More profoundly for me, it has felt like I am finding myself,understanding what values, beliefs, persp...
Next stepsWhat can I/we learn from the good that has emerged fromthis research so far that will enable me/us to grow in ou...
Thank You            Due in June 2012                               19
References•  Heron, J. (1996). Co-operative inquiry: Research into the   human condition Sage Publications Ltd, London.•  ...
Upcoming SlideShare
Loading in …5
×

Scaling up the Capacity of the Consulting Community

0 views
733 views

Published on

Paper presented at the #2012waic conference - Ghent, Belgium

Published in: Education, Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
0
On SlideShare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
24
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Scaling up the Capacity of the Consulting Community

  1. 1. Scaling up the capacity of the consultingcommunity to practice conversationalapproaches to development - emerginglessons from work-based appreciativeinquiryStefan CantoreSenior Teaching Fellow, School of ManagementWorld Appreciative Inquiry Conference28 April 2012
  2. 2. My thanks to my fellow inquirers at OPM:Bob BakerLiz GooldDavid LoveMunira ThobaniPaul TarplettTo the Board of OPM ( The Office for Public Management)The Universities of Southampton and Middlesex, UK
  3. 3. Outline•  Why the need to scale up consulting capacity?•  What is conversational consulting?•  My story as a Practitioner/Researcher•  Context and co-researchers•  Research narrative—developing conversational inquiry•  Emerging insights•  Next steps 3
  4. 4. Why the need to scale up consultingcapacity?•  Client demand•  Shifts towards conversational leadership:‘the leader’s intentional use of conversation as a core process to cultivate the collective intelligence needed to create business and social value’(Hurley & Brown, 2009 p.2)•  Consultant awareness 4
  5. 5. What is conversational consulting?Conversational consulting is the practice of enablingcontracted helping relationships through which people skilledand knowledgeable in conversation as a change process workwith clients to create conversations that make a positivedifference to businesses/organisations. 5
  6. 6. My story as a Practitioner/Researcher   6
  7. 7. Questions•  What can I do to develop my own practice as a consultant in a way that will support clients move to a conversational approach in their leadership and organisations?•  What role can conversation play in a client-consultant relationship?•  What can I and my colleagues do together that will enhance our conversational consulting practice? 7
  8. 8. Context and co-researchers‘OPM is an independent centre for the development of publicservices. We provide consultancy, coaching and research toorganisations that want to improve social outcomes, meet theneeds of their communities and respond to change.’ 8
  9. 9. Persuading the OPM Board•  Higher levels of innovation in our organisational consulting work when compared with competitors, a number of whom are adopting a range of conversational approaches including Appreciative Inquiry•  New approaches to how the way a consultant works rather than what knowledge and experience they bring. This modelling of different behaviours will support clients and consultants understand in greater depth the behaviours and skills they need to work conversationally.•  Doctorate level research that underpins the company’s consulting practice and methods. 9
  10. 10. Research narrative—developingconversational inquiry•  Co-operative Inquiry‘Co-operative inquiry involves two or more people researching a topic through their own experience of it, using a series of cycles in which they move between this experience and reflecting together on it.’ (Heron, 1996 p.1)And•  Appreciative InquiryTo create a Conversational Inquiry Process 10
  11. 11. Research process•  6 formal meetings between February 2011 and February 2012•  Average attendance 4/5•  2 hours in length•  Recorded‘a Co-operative or Relational development process using Inquiry (both Co-operative and Appreciative) as the relational space to enable this (development in practice).’ 11
  12. 12. Emerging insights•  Context matters Ø Shared values Ø Organisational support (helps legitimacy) Ø Concerns of clients ‘present’ with us Ø Impact on wider company Ø Positive colleague relationships 12
  13. 13. Emerging insights•  Process matters Ø Group ultimately designed its’ own unique process Ø Crafting questions a struggle Ø Positive feel and intention Ø Tension between personal role and co-researching role Ø Personal reasons for being involved Ø Radical aspirations 13
  14. 14. Emerging insights about conversationalconsulting•  The consultant can more effectively live out their values•  A different, even slower, pace of consulting•  A different , deeper quality of relationship with clients emerge•  Emotional engagement with self and client•  Higher levels of anxiety at times 14
  15. 15. Emerging insights about conversationalconsulting•  Often the need to explain to clients the approach you are taking•  An approach to learning with the client as much as consulting ‘to’ the client•  Deeper levels of self awareness for both client and consultant•  Uncertainty about the value of this approach by some clients 15
  16. 16. Emerging insights about conversationalconsulting•  Has the potential to change the power dynamics between client and consultant•  It offers the consultant a more holistic approach to life as well as consulting practice•  There is a connection between what goes on in the inquiry process and how the relationships with existing clients develop- part of the same system 16
  17. 17. The voice of Munira‘More profoundly for me, it has felt like I am finding myself,understanding what values, beliefs, perspectives on subjectcontent and unique contribution I can make to facilitatingand holding conversations and in my conversationalconsulting role.The experience has also made me want to integrate theapproach of encouraging others to learn and contribute totopics, inquiries, challenges and problems by identifying whattheir questions are rather than focussing on finding thesolution.’ 17
  18. 18. Next stepsWhat can I/we learn from the good that has emerged fromthis research so far that will enable me/us to grow in ourpractice of conversational consulting into the future? 18
  19. 19. Thank You Due in June 2012 19
  20. 20. References•  Heron, J. (1996). Co-operative inquiry: Research into the human condition Sage Publications Ltd, London.•  Hurley, T. J., & Brown, J. (2009). Conversational leadership: Thinking together for change. The Systems Thinker, 20(9), 2-8. 20

×