2. Distinguish Diagnosis and Discovery
Distinguish Research and Action orientations
◦ Competencies for Action approach
Block’s Discovery Model
◦ Presenting Problem
◦ Practice separating the technical problem from the
managerial problem
Data Collection – “How To”
The Interview
◦ Peeling back the layers
3. It is comforting and what the client wants but
diagnosis…
◦ Implies that there is a pill or treatment
◦ Reinforces that an engineering approach
to a living system is appropriate
◦ Is about Research not Action
4. Research Approach Action Approach
Interest in EVERY and ALL
factors impacting the
problem
Comprehensiveness is
essential
Organization does not need
to be involved
Emphasis on objectivity and
hard data to reduce bias
Neutral on whether
organization approves
outcomes
Interest in factors that the
client controls
Comprehensiveness is not
necessary
Client’s involvement at
every step is essential
Bias is what is paid for:
listen to gut and
perceptions
Deep concern for how the
client will react to
recommendations
5. 1. Focus on what the client can do next
2. K.I.S.S.
3. Nurture the client relationship
4. Remember that data about how the
organization is currently functioning is
valid and relevant
6. Goal: To help the clients help themselves.
Mobilize action
Redefine the problem
Identify both sides of the coin
◦ Technical problem AND Human problem
7.
8. Why we are hired
It is the pain point
◦ What you hear about when the client first describes the
challenge or what isn’t working
It is the mystery we are asked to solve
It is only one side of the coin
The flawless consultant’s role is to find a different
explanation for the pain and what is causing it.
9. You must “go there”
◦ Be willing to get into the dirt and the personalities and the
politics
◦ Be willing to listen to what is talked about at the water
cooler or in the restrooms
(Remember to nurture the relationship though at
the same time!)
10. What was Mr. Kellogg’s presenting problem?
Could Susan and Jim have redefined the
problem?
Break it down:
◦ Technical/Business Problem
◦ How the Problem was being Managed
11. Team into pairs or triads.
Pick a functional area or profession that you are
familiar with, e.g. training & development, pharmacists,
counselors.
Discuss technical problems that you’ve observed in
this profession or area.
Pick one or two and then “think out loud” about what
the accompanying managerial problems might have
been.
Share.
12. Schein
◦ Active Inquiry nurtures the client - to ensure the full story is
revealed
◦ Shift focus to issues other than what the client first reports (Type
II - Exploratory Diagnostic Inquiry)
Cooperrider
◦ Problem focus metaphor encourages deficit terms
◦ Shift from adaptive learning to generative learning
Block
◦ Shift from research to action, from machine to biological models,
from technical to human capacities
13. Collecting information.
Assessing the organizational and managerial
climate.
Dealing with the resistance.
Interviews.
Reducing the data
Analyzing data
14. Interview
Paper-and-pencil questionnaire
Document analysis
Direct observation
Your own experience
Self-discovery
15. 1. Identifying the presenting problem
2. Deciding to proceed
3. Selecting dimensions
4. Deciding who will be involved
5. Selecting the data collection method
6. Collecting data
16. 7. Funneling the data
8. Summarizing data
9. Analyzing data
10. Giving feedback
11. Giving recommendation
12. Making a decision
13. Implementation
17. It is OK to predefine the problem based on your
background but keep listening…
Looking for data on organizational dimensions will help
reveal the human problem
◦ Objectives
◦ Subgroups
◦ Support
◦ Evaluation
◦ Authority and Power
◦ Norms for Individual Behavior
◦ Management Information
18. The interview as a Joint Learning Event
Responses to use in the interview
1. Restatement
2. Statement of your experience
3. Open-ended question
4. Hypothesis about the next layer
19. Top Layer: The presenting problem.
Second Layer: The person’s perceptions about
how others are contributing to the problem.
Third Layer: How a person sees his/her own way
of contributing to the problem.
* Note on the third layer
20. Top Layer
◦ What is the technical or business problem you are
experiencing?
Second Layer
◦ What are others doing to cause or maintain the problem
at this current level of severity?
Third Layer
◦ What is your role? What are you doing to contribute to
the problem?
Goal: Get to “Enlightening and Actionable”
21. Observe how you are being managed
Are you feeling…
◦ Controlled?
◦ Supported?
◦ Railroaded?
◦ Respected?
Be the change you wish to see
◦ Encourage collaborative vs. one-way interactions
Editor's Notes
Schein and Block both discuss the disservice of providing a turnkey, expert solution
