T7 Flashcards
T7 Literature
Knowledge Reuse
The process by which accumulated knowledge is applied in new contexts or transferred between organizations.
General Knowledge
Knowledge that is applicable across different contexts and situations, not tied to any particular organizational setting.
Situated Knowledge
Knowledge that is context-dependent and specific to a particular organization or situation, making it harder to transfer across contexts.
Why is knowledge reuse particularly important in the consulting industry?
Consultants rely on reusing their accumulated knowledge to deliver solutions to clients, but they must adapt this knowledge to fit the specific context of each organization.
Solution Selling
A sales approach where existing knowledge is used to create demand for a solution, which is then sold and implemented in client organizations.
Socialization
The process through which individuals adjust to new organizational settings, learning the norms, values, and practices required to function effectively.
Why is it difficult to apply generalized solutions across different client organizations?
Each organization has unique characteristics, so consultants often find that generalized solutions must be adapted or tailored to the specific needs and context of each client.
What are the six steps in BCF’s consulting problem-solving process?
1) Define the problem, 2) Describe existing processes, 3) Identify issues, 4) Prioritize issues, 5) Find solutions, and 6) Address implementation challenges.
Collaborative Problem-Solving
A problem-solving approach in which consultants work closely with client teams to identify issues and develop solutions tailored to the client’s context.
Team Charter
A one-page document outlining the problem, scope, success criteria, and barriers for a consulting project, used to align the team.
Process Map
A detailed flowchart created during consulting engagements to map out the steps in a client’s work processes, identifying areas for improvement.
Root-Cause Analysis
A method used to identify the underlying causes of a problem by breaking down processes and analyzing contributing factors.
Prioritization Matrix
A tool used to evaluate issues or solutions based on dimensions such as impact and ease of implementation.
What are the limitations of generalized solutions in consulting engagements?
Generalized solutions often fail to fully address the specific needs of individual organizations, requiring adaptation or entirely new solutions to fit the context.
What is the key challenge in reusing knowledge between organizations?
The challenge is that knowledge must often be tailored to the specific needs of each organization, as simply reusing generalized solutions may not be effective.
Smart Ignorant People
Junior consultants who, despite being inexperienced, bring fresh perspectives and challenge the applicability of generalized solutions in specific client contexts.
Knowledge Brokers
Individuals or organizations that facilitate the transfer and reuse of knowledge between different organizations or sectors.
Learning-Credibility Tension
The conflict professionals face between the need to learn about new settings and the pressure to maintain their professional image.
Competency Threat
The risk that professionals face of appearing incompetent when entering new settings where their existing knowledge may not fully apply.
Acceptance Threat
The risk of not being accepted by the client organization, often due to unfamiliarity with the social norms and expectations of the new setting.
Productivity Threat
The pressure to demonstrate value and deliver results quickly in a new setting, despite needing time to adjust and learn the specifics of the organization.
Imposter Syndrome
A feeling of inadequacy or self-doubt that professionals experience when they fear they are not as competent as others believe, often heightened in new environments.
Crafting Relevance
A tactic used by professionals to appear competent by leveraging available knowledge and shaping it to fit the new context.
Crafting Resonance
A tactic where professionals adapt their communication to align with the client’s language and culture, fostering a sense of acceptance.
Crafting Substance
The production of tangible outputs, such as PowerPoint figures or reports, to demonstrate productivity and competence in a new setting.
Shaping Cognitive Landmarks
The process of selectively gathering and presenting information to clients to demonstrate understanding of their specific context.
Approximating Past Experiences
Drawing on similar past experiences to make sense of new challenges and demonstrate competence to clients.
Hunkering Down
A defensive tactic where professionals limit their exposure to potential competency threats by remaining silent or diverting interactions.
Language Proximity
The process of using the client’s language and expressions to build rapport and demonstrate understanding of their environment.
Borrowing Internal Insights
The tactic of incorporating the client’s own ideas or judgments to build credibility and demonstrate local knowledge.
Voicing Feelings
Admitting uncertainty or a lack of knowledge as a way to build trust and authenticity during interactions with clients.
Manufacturing PowerPoint Figures
The rapid production of visual aids, such as slides and graphs, used by consultants to showcase productivity and competence.
Tendering Activity Proofs
Providing evidence of work, such as timesheets or progress reports, to reassure clients of the consultant’s productivity.
Substance Breakdowns
Moments when the tangible outputs provided by consultants are called into question, threatening their professional image.
Downplaying Products
A defensive tactic where consultants downplay the importance of certain outputs when they are criticized, framing them as works in progress.
Face-Work
The effort professionals put into maintaining their image or “face” while interacting with others, particularly in unfamiliar or challenging environments.
Goffmanian Dramaturgical Framework
A framework that views social interactions as performances, where individuals manage how they present themselves to others (frontstage vs. backstage).
Frontstage and Backstage
Frontstage refers to how individuals present themselves in public interactions, while backstage refers to the private space where they prepare for those performances.
How do consultants manage learning-credibility tension in new settings?
Consultants manage learning-credibility tension by crafting relevance, resonance, and substance to appear competent while seeking information.
What are the positive outcomes of successfully performing face-work tactics?
Successful face-work reduces anxiety, strengthens client relationships, and boosts confidence, enabling consultants to effectively integrate into new settings.
