Consultation

Question 1

Effective Consultation

Answer 1

Requires the ability to diagnose problems or identify opportunities, develop effective solutions, win support for solutions, and then implement them effectively.

Question 2

Consulting Model

Answer 2

1. Define Problem
2. Design and Implement Solution
3. Measure Effectiveness
4. Sustain Improvement

*The circle continues cuz you can always improve

Question 3

Consulting Model ‘ Define Problem’

Answer 3

Data that defines the gap between desired and actual performance and casues for the gap.

Question 4

Consulting Model ‘ Design and Implement Solution’

Answer 4

Criteria for an effective solution are defined and an appropriate tactic for development is chosen.

Question 5

Consulting Model ‘ Measure Effectiveness’

Answer 5

The solution’s effects are measured to determine if the objectives of the consultation have been met and if the consultation has had the desired strategic impact.

Question 6

Consulting Model ‘ Sustain Improvement’

Answer 6

The new process is monitored to encourage continued effort. HR provides guidance to leaders about ways in which new values, attitudes, or practices can become institutionalized or applied in different areas.

Question 7

Tools for Group Decision Making ‘SWOT’

Answer 7

Brainstorm strengths, weaknesses, opportunities, and threats and agree on an numerical value for each.

*Evidence Based Decision Making EBDM

Question 8

Tools for Group Decision Making ‘Multi-Criteria Decision Analysis MCDA’

Answer 8

Team determines critical characteristics of a successful decision. A matrix is used to score each alternative and compare results.

Question 9

Tools for Group Decision Making ‘Cost-Benefit Analysis CBA’

Answer 9

Identifying all relevant costs and benefits.

Question 10

Tools for Group Decision Making ‘Force-Field Analysis’

Answer 10

Analyze the forces favoring and opposing a particular change. The group identifies and weights factors that could influence an outcome in either a negative or positive manner according to their possible impact.

Question 11

Role of HR in Managing Change

Answer 11

1. Be involved early in the planning of change
2. Assess the impact of changes accross the orgz
3. Consult w leaders on ways to support the change
4. Use communication to contact all affected EEs
5. Measure the effectiveness of the change
6. Track issues that arise at any point and follow up

Question 12

The Impact of Change on Productivity

Answer 12

The J curve–when change is introduced, there is typically a decline in performance and then a slow return to previous levels and–if the change is effective–a more rapid growth to a new level of performance.

Question 13

What Does the Change Spectrum Look Like?

Answer 13

20-30% Resistance (shifting from resistance): There should be empathy, communication, support.

40-60% Neutral (shifting out of neutral): There should be a selling of benefits, opportunities for involvement.

20-30% Welcoming (maintaining course): There should be recognition, delegation, and support.

Question 14

Conditions that Make Change Possible

Answer 14

Get ppl to try a new way of doing things:

1. Have a shared purpose
2. Reinforcement systems
3. Skills required for change (training)
4. Consistent role models (change champs)

Question 15

Change Process Models (Lewin)

Answer 15

Unfreezing (unfreeze the current state)
Moving (move toward the new state)
Refreezing (refreeze the new state)

Question 16

Leading Change Model (Kotter)

Answer 16

Current state (unfreeze): create a sense of urgency, provide a clear vision, have a strong guiding team
Transition state (move): over communicate, empower action, ensure short term success
New state (refreeze): consolidate progress, institutionalize

Question 17

SOAR Analysis

Answer 17

Strengths, Opp’s, Aspirations, and Results–good to check in on how you are doing with aspirations

Question 18

3 Ways to Facilitate Change

Answer 18

Cascade: From the top-down–change at one level high up in the orgz eventually transforms the levels below

Progressive: change originates at the top and is broadcast to the entire orgz–slowly change with added information

Organic: independent centers of the change within the orgz–points of origin can be at any level, change is uneven but accelerates when top level supports it