Adlt 610 class 3
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Adlt 610 class 3






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    Adlt 610 class 3 Adlt 610 class 3 Presentation Transcript

    • Welcome to ADLT 610: Class Session 3
    • Agenda
      • Questions, discussion to this point
      • Process consulting discussion
      • Active Inquiry
      • Locating your consultation site
    • Questions to Ponder
    • Question to Ponder
      • Block recommends surfacing client concerns about exposure and loss of control early in the contracting process. (p. 41)
      • What are the risks of asking your clients if they have enough control or if they feel vulnerable in entering into an agreement with you?
      • What are the risks of NOT doing this?
    • Question to Ponder
      • Block also talks about dealing with difficult issues early and publically when it comes to decisions to take action in the “engagement and implementation” phases of a consulting project. (p. 44)
      • Is this something that you anticipate will be difficult to do? Why or why not?
      • What is the risk of not having open discussions about client concerns?
    • Thoughts about the initial client meeting…
      • Explore the consulting project as an opportunity to help with a problem or create new possibilities
      • Listen carefully and ask questions for clarification – but be careful not to cause defensiveness.
      • Move the client from “what’s wrong” or “what’s possible” to “what would you like to see as a result?”
      • Explore readiness for change.
    • Thoughts about the initial client meeting (cont.)
      • Explore potential for working together.
      • Convey information about how you plan to work together.
      • 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.)
    • 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 much of my time will this take?
      • How will we kick-off of this project?
      • What do you need from me?
      • How often can I expect to hear from you?
    • Questions Clients Ask
      • Whom do I contact if there are problems, concerns?
      • How will we communicate?
      • Can you help me communicate with my boss about this project?
      • How many employees will need to be involved?
      • How will you evaluate the success of this project?
      • (Beich)
    • Authenticity
      • How will you know if you are being authentic with a client?
        • What does authenticity look like?
    • Two Elements to Consult Flawlessly
    • The Psychodynamics of the Helping Relationship
    • Possible Reactions of Client to Being Helped
      • Resentment, defensiveness
      • Relief
      • Dependency, subordination
      • Transference
    • 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
    • The Purposes of Active Inquiry
    • 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
    • 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
    • Schein’s Basic Principles 6-10
      • Go with the flow.
      • Timing is crucial.
      • Be constructively opportunistic with confrontive interventions.
      • Everything is data: Errors will always occur and are the prime source for learning.
      • When in doubt, share the problem.
    • Additional 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.