Final Exam Flashcards
Problems with Expert approach
1) May not full appreciate the nature of the clients business, may recommend actions that can not be done
2) Unique politics or culture of the company prevent implementation of recommendations
Facilitator Approach
the focus is on assisting the client in defining the problem, analyzing the situation, evaluating possible solutions, and deciding on the best solution.
Problems with Facilitator Approach
1) decision makers in the client organization do not have the knowledge or the time to make wise decisions
2) client group may not be capable of making tough decisions.
External Consultants Advantages
1) lots of experience with other companies 2) Direct experience with similar problems 3) Fresh perspective 4) Cost Effective
Internal Consultants Advantages
1) Always available 2) More familiar with organizational culture 3) Understands politics of getting things done 4) Must live with results
Cost-plus-fixed fee contract
both the consultant and the client estimate the costs of the project and agree to add a fixed fee for the consultants services
Performance Contracts
consultant receives a percentage of whatever savings were realized by virtue of his or her work.
Sections of a Proposal
(1) Introduction (2) Objectives (3) Background (4) Project Plan (5) Timetable (6) Confidentiality (7) Project Costs (8) Qualifications (9) Ending
Five Interrelated Steps : Data Collection
1) identifying the problem 2) assessing the data that need to be collected to study the problem 3) determing where to find these data 4) deciding how to collect the data 5) summarizing, evaluating, and drawing conclusions from the data
Interview Format
1) Beginning – Introductions, informal small talk
2) Purpose and Timeframe – PAT: purpose, agenda, and time.
3) Gathering Demographic Data
4) Moving into the “meat” of the interview – ask open ended questions
5) Finishing up – Briefly summarize key points
Key success factors for conducting effective interviews
- Prepare the questions beforehand
- Conduct the interview in a quiet setting
- Face the interviewee, make occasional eye contact, and acknowledge the interviewees responses
- Ask open-ended questions and probe to clarify and to encourage the interviewee to provide details and examples
- Ask one question at a time
- Keep the interview focused on the topic
- Let the interviewee do the majority of the talking
- Ask tough questions
- Take notes on key ideas or themes
Overview : Preparing Feedback Assessment Report
1) Find Major Themes
2) Identify Relevant Issues
3) Focus on “action” issues
4) Emphasize issues that can be handled quickly
5) Focus on issues that people agree need attention
Action Research Model
that if clients are involved in analyzing data and determining actions to be taken, they will be more committed to carrying out those actions than if the consultant merely presents them with recommendations and action plans
Controversial Issues
should only be discussed if they relate directly to the primary problem of issue at hand.
Irrelevant but Critical Issues
If the overall issue is important, you should inform the appropriate persons via memo or by email. Such information should not be generally included in your report
Naming Names
– the focus of the report should generally be on the structure or flow of a system, not on people.
Stakeholder Analysis
1) identifying exactly who will have to do things differently as well as what type of changes they will experience
2) focuses on ensuring that all of the key stakeholders are on board with the changes being proposed
The Project Plan
the plan details what changes will occur in the organization, the sequence in which they will occur, when they will occur, and what resources are needed to accomplish them.
Countering Resistance to Change
1) Treat the resistance seriously
2) Encourage the client or a key contact person in the organization to provide several opportunities throughout the implementation process
3) Communicate openly and honestly about changes taking place.
4) Encourage those affected by the changes to provide suggestions of ways to implement the changes in the least disruptive way possible
5) Don’t take resistance personally
Goals for final stage
1) Plan for the transition to the next phase of the project
2) Celebrate the completion of the project
3) Explore how you and the client can work together even more effectively in the future
4) Explore further opportunities for collaboration
5) Secure recommendations (and referrals)
6) Ensure ways to maintain a relationship
Action Research Model
(1) Entry (2) Start up (3) Assessment and Feedback (4) Action Planning (5) Intervention (6) Evaluation (7) Adoption (8) Separation
Entry
The need for change in an organization becomes apparent
Start up
The consultant enters the picture working to discover what might be done
Assessment and Feedback
Information is gathered and validated about a desired positive future
Action Planning
Collaborates with decision makers and stakeholders
Intervention
Action plan is implemented, monitored and continually adjusted and embellished as the situation warrants
Evaluation
Consultant helps decision makers ands stakeholders assess the change efforts progress and organizational learning to illuminate next steps
Adoption
Members of the organization maintain the new state as resulting changes are integrated into daily work life.
Separation
The consultant prepares for closure or departure. Knowledge and skills of the change agent have been transferred to the organization
Purpose of Action Change Model
Emphasizes the continuous nature of change and does not assume that change occurs on a daily basis. Change efforts are multidimensional and perpetual.
