Who Is the Client? Active Inquiry An Overview of Contracting ADLT 610 – Class Session 4 Fall 2011
Schein’s Basic Principles 1-6 <ul><li>Always try to be helpful </li></ul><ul><li>Always stay in touch with current reality...
Schein’s Basic Principles 7 -10 <ul><li>7 .  Timing is crucial. </li></ul><ul><li>Be constructively opportunistic with  co...
Client Types Consultant Contact Client Makes initial  contact  with consultant Primary Client Individual /Group who works ...
Who is the Client Exercise 4.1 <ul><li>Work in pairs </li></ul><ul><li>Exchange scenarios and give each person a chance to...
Questions to Get Started <ul><li>What do you want to discuss? </li></ul><ul><ul><li>Who is the client for this project ? <...
Engage in Active Inquiry to Keep the Client in the “Driver’s Seat” <ul><li>Use active inquiry </li></ul><ul><li>Remember t...
Thoughts about the  initial client meeting… <ul><li>Explore reason for working with a consultant  </li></ul><ul><li>Listen...
Thoughts about the  initial client meeting (cont.) <ul><li>Explore potential for working together. </li></ul><ul><li>Conve...
Some contract items… <ul><li>The boundaries of your analysis </li></ul><ul><li>Objectives of the project </li></ul><ul><li...
Some contract items (cont.) <ul><li>The product you will deliver </li></ul><ul><li>Support and involvement you need from t...
Contracting Skills <ul><li>Negotiate wants </li></ul><ul><li>Cope with mixed motivation </li></ul><ul><li>Surface concerns...
References <ul><li>Beich, E. (1999). The business of consulting: The basics and beyond. San Francisco: Jossey-Bass. </li><...
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Adlt 610 the contracting process 2010 class 4 sept 26, 2011

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  • 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
  • Adlt 610 the contracting process 2010 class 4 sept 26, 2011

    1. 1. Who Is the Client? Active Inquiry An Overview of Contracting ADLT 610 – Class Session 4 Fall 2011
    2. 2. Schein’s Basic Principles 1-6 <ul><li>Always try to be helpful </li></ul><ul><li>Always stay in touch with current reality </li></ul><ul><li>Access your ignorance </li></ul><ul><li>Everything you do is an intervention </li></ul><ul><li>It is the client who owns the problem and the solution </li></ul><ul><li>Go with the flow </li></ul>
    3. 3. Schein’s Basic Principles 7 -10 <ul><li>7 . Timing is crucial. </li></ul><ul><li>Be constructively opportunistic with confrontative interventions. </li></ul><ul><li>Everything is data; errors are inevitable – learn from them. </li></ul><ul><li>When in doubt, share the problem. </li></ul>
    4. 4. 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
    5. 5. Who is the Client Exercise 4.1 <ul><li>Work in pairs </li></ul><ul><li>Exchange scenarios and give each person a chance to read yours </li></ul><ul><ul><li>Consider situations in which you found yourself providing help to others </li></ul></ul><ul><ul><li>Reconstruct the case in terms of client roles </li></ul></ul><ul><ul><ul><li>Check your understanding of these with your partner in this class discussion </li></ul></ul></ul><ul><ul><ul><li>Review the degree to which you took into account the needs of unwitting or ultimate clients / How did this influence your behavior? </li></ul></ul></ul><ul><ul><li>Draw some conclusions from your shared experiences </li></ul></ul>
    6. 6. Questions to Get Started <ul><li>What do you want to discuss? </li></ul><ul><ul><li>Who is the client for this project ? </li></ul></ul><ul><li>Who else will be at the meeting? </li></ul><ul><ul><li>What are their roles? </li></ul></ul><ul><li>How much time will we have? </li></ul><ul><li>Are you are ready to begin? </li></ul><ul><ul><li>Are we going to discuss it further? </li></ul></ul><ul><ul><li>Do we do anything at all? </li></ul></ul>
    7. 7. Engage in Active Inquiry to Keep the Client in the “Driver’s Seat” <ul><li>Use active inquiry </li></ul><ul><li>Remember the psychological dynamics involved in helping </li></ul><ul><li>Distinguish between three levels of inquiry: </li></ul><ul><ul><li>Pure inquiry concentrates on the client’s telling of her story </li></ul></ul><ul><ul><li>Exploratory diagnostic inquiry brings in the client’s feelings, reactions, and reasons in response to the consultant’s questions about how, what, and why </li></ul></ul><ul><ul><li>Confrontative inquiry engages the client in considering the consultant’s ideas about how, what, and why </li></ul></ul>
    8. 8. Thoughts about the initial client meeting… <ul><li>Explore reason for working with a consultant </li></ul><ul><li>Listen carefully and ask questions for clarification – but be careful not to cause defensiveness. </li></ul><ul><li>Move the client from “what’s wrong” to “what would you like to see as a result?” </li></ul><ul><li>Explore the readiness for change. </li></ul>
    9. 9. Thoughts about the initial client meeting (cont.) <ul><li>Explore potential for working together. </li></ul><ul><li>Convey information about what you do and how you work. </li></ul><ul><li>Build trust and confidence. </li></ul><ul><li>Learn about the organization from their perspective. (You should have already researched the company before 1st meeting.) </li></ul><ul><li>(Lippitts; Rothwell, et al.) </li></ul>
    10. 10. Some contract items… <ul><li>The boundaries of your analysis </li></ul><ul><li>Objectives of the project </li></ul><ul><li>The kind of information you will look for </li></ul><ul><li>Your role in the project – how you want to work with the client </li></ul>
    11. 11. Some contract items (cont.) <ul><li>The product you will deliver </li></ul><ul><li>Support and involvement you need from the client </li></ul><ul><li>Time schedule </li></ul><ul><li>Confidentiality </li></ul><ul><li>Feedback to you later </li></ul>
    12. 12. Contracting Skills <ul><li>Negotiate wants </li></ul><ul><li>Cope with mixed motivation </li></ul><ul><li>Surface concerns about exposure and loss of control </li></ul><ul><li>Clarify all parties to the contract </li></ul>
    13. 13. References <ul><li>Beich, E. (1999). The business of consulting: The basics and beyond. San Francisco: Jossey-Bass. </li></ul><ul><li>Rothwell, W.J., Sullivan, R., & McLean, G.N. (1995). Practicing organization development: A guide for consultants. San Francisco: Jossey-Bass. </li></ul>

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