T7

Question 1

Knowledge Reuse

Answer 1

The process by which accumulated knowledge is applied in new contexts or transferred between organizations.

Question 2

General Knowledge

Answer 2

Knowledge that is applicable across different contexts and situations, not tied to any particular organizational setting.

Question 3

Situated Knowledge

Answer 3

Knowledge that is context-dependent and specific to a particular organization or situation, making it harder to transfer across contexts.

Question 4

Why is knowledge reuse particularly important in the consulting industry?

Answer 4

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.

Question 5

Solution Selling

Answer 5

A sales approach where existing knowledge is used to create demand for a solution, which is then sold and implemented in client organizations.

Question 6

Socialization

Answer 6

The process through which individuals adjust to new organizational settings, learning the norms, values, and practices required to function effectively.

Question 7

Why is it difficult to apply generalized solutions across different client organizations?

Answer 7

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.

Question 8

What are the six steps in BCF’s consulting problem-solving process?

Answer 8

1) Define the problem, 2) Describe existing processes, 3) Identify issues, 4) Prioritize issues, 5) Find solutions, and 6) Address implementation challenges.

Question 9

Collaborative Problem-Solving

Answer 9

A problem-solving approach in which consultants work closely with client teams to identify issues and develop solutions tailored to the client’s context.

Question 10

Team Charter

Answer 10

A one-page document outlining the problem, scope, success criteria, and barriers for a consulting project, used to align the team.

Question 11

Process Map

Answer 11

A detailed flowchart created during consulting engagements to map out the steps in a client’s work processes, identifying areas for improvement.

Question 12

Root-Cause Analysis

Answer 12

A method used to identify the underlying causes of a problem by breaking down processes and analyzing contributing factors.

Question 13

Prioritization Matrix

Answer 13

A tool used to evaluate issues or solutions based on dimensions such as impact and ease of implementation.

Question 14

What are the limitations of generalized solutions in consulting engagements?

Answer 14

Generalized solutions often fail to fully address the specific needs of individual organizations, requiring adaptation or entirely new solutions to fit the context.

Question 15

What is the key challenge in reusing knowledge between organizations?

Answer 15

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.

Question 16

Smart Ignorant People

Answer 16

Junior consultants who, despite being inexperienced, bring fresh perspectives and challenge the applicability of generalized solutions in specific client contexts.

Question 17

Knowledge Brokers

Answer 17

Individuals or organizations that facilitate the transfer and reuse of knowledge between different organizations or sectors.

Question 18

Learning-Credibility Tension

Answer 18

The conflict professionals face between the need to learn about new settings and the pressure to maintain their professional image.

Question 19

Competency Threat

Answer 19

The risk that professionals face of appearing incompetent when entering new settings where their existing knowledge may not fully apply.

Question 20

Acceptance Threat

Answer 20

The risk of not being accepted by the client organization, often due to unfamiliarity with the social norms and expectations of the new setting.

Question 21

Productivity Threat

Answer 21

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.

Question 22

Imposter Syndrome

Answer 22

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.

Question 23

Crafting Relevance

Answer 23

A tactic used by professionals to appear competent by leveraging available knowledge and shaping it to fit the new context.

Question 24

Crafting Resonance

Answer 24

A tactic where professionals adapt their communication to align with the client’s language and culture, fostering a sense of acceptance.

Question 25

Crafting Substance

Answer 25

The production of tangible outputs, such as PowerPoint figures or reports, to demonstrate productivity and competence in a new setting.

Question 26

Shaping Cognitive Landmarks

Answer 26

The process of selectively gathering and presenting information to clients to demonstrate understanding of their specific context.

Question 27

Approximating Past Experiences

Answer 27

Drawing on similar past experiences to make sense of new challenges and demonstrate competence to clients.

Question 28

Hunkering Down

Answer 28

A defensive tactic where professionals limit their exposure to potential competency threats by remaining silent or diverting interactions.

Question 29

Language Proximity

Answer 29

The process of using the client’s language and expressions to build rapport and demonstrate understanding of their environment.

Question 30

Borrowing Internal Insights

Answer 30

The tactic of incorporating the client’s own ideas or judgments to build credibility and demonstrate local knowledge.

Question 31

Voicing Feelings

Answer 31

Admitting uncertainty or a lack of knowledge as a way to build trust and authenticity during interactions with clients.

Question 32

Manufacturing PowerPoint Figures

Answer 32

The rapid production of visual aids, such as slides and graphs, used by consultants to showcase productivity and competence.

Question 33

Tendering Activity Proofs

Answer 33

Providing evidence of work, such as timesheets or progress reports, to reassure clients of the consultant’s productivity.

Question 34

Substance Breakdowns

Answer 34

Moments when the tangible outputs provided by consultants are called into question, threatening their professional image.

Question 35

Downplaying Products

Answer 35

A defensive tactic where consultants downplay the importance of certain outputs when they are criticized, framing them as works in progress.

Question 36

Face-Work

Answer 36

The effort professionals put into maintaining their image or “face” while interacting with others, particularly in unfamiliar or challenging environments.

Question 37

Goffmanian Dramaturgical Framework

Answer 37

A framework that views social interactions as performances, where individuals manage how they present themselves to others (frontstage vs. backstage).

Question 38

Frontstage and Backstage

Answer 38

Frontstage refers to how individuals present themselves in public interactions, while backstage refers to the private space where they prepare for those performances.

Question 39

How do consultants manage learning-credibility tension in new settings?

Answer 39

Consultants manage learning-credibility tension by crafting relevance, resonance, and substance to appear competent while seeking information.

Question 40

What are the positive outcomes of successfully performing face-work tactics?

Answer 40

Successful face-work reduces anxiety, strengthens client relationships, and boosts confidence, enabling consultants to effectively integrate into new settings.