Consultation Flashcards
Effective Consultation
Requires the ability to diagnose problems or identify opportunities, develop effective solutions, win support for solutions, and then implement them effectively.
Consulting Model
- Define Problem
- Design and Implement Solution
- Measure Effectiveness
- Sustain Improvement
*The circle continues cuz you can always improve
Consulting Model ‘ Define Problem’
Data that defines the gap between desired and actual performance and casues for the gap.
Consulting Model ‘ Design and Implement Solution’
Criteria for an effective solution are defined and an appropriate tactic for development is chosen.
Consulting Model ‘ Measure Effectiveness’
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.
Consulting Model ‘ Sustain Improvement’
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.
Tools for Group Decision Making ‘SWOT’
Brainstorm strengths, weaknesses, opportunities, and threats and agree on an numerical value for each.
*Evidence Based Decision Making EBDM
Tools for Group Decision Making ‘Multi-Criteria Decision Analysis MCDA’
Team determines critical characteristics of a successful decision. A matrix is used to score each alternative and compare results.
Tools for Group Decision Making ‘Cost-Benefit Analysis CBA’
Identifying all relevant costs and benefits.
Tools for Group Decision Making ‘Force-Field Analysis’
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.
Role of HR in Managing Change
- Be involved early in the planning of change
- Assess the impact of changes accross the orgz
- Consult w leaders on ways to support the change
- Use communication to contact all affected EEs
- Measure the effectiveness of the change
- Track issues that arise at any point and follow up
The Impact of Change on Productivity
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.
What Does the Change Spectrum Look Like?
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.
Conditions that Make Change Possible
Get ppl to try a new way of doing things:
- Have a shared purpose
- Reinforcement systems
- Skills required for change (training)
- Consistent role models (change champs)
Change Process Models (Lewin)
Unfreezing (unfreeze the current state)
Moving (move toward the new state)
Refreezing (refreeze the new state)
Leading Change Model (Kotter)
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
SOAR Analysis
Strengths, Opp’s, Aspirations, and Results–good to check in on how you are doing with aspirations
3 Ways to Facilitate Change
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
