CONSULTING Independent professional Autonomy is critical Deliverable is knowledge CONTRACTING Employee without benefits Part of the team Deliverable is a work product
CONTENT Functional area Technical expertise Single intervention Contract opportunity Linear project Boundary issues not key PROCESS Broad applicability Team dynamics Often expands Contract will compromise role Cyclical involvement Boundary issues are critical
Can slip easily from consultant to contractor Can slip easily from content to process consulting Watch where you step!
1. Meet and qualify the client / issue 2. Define the agreement 3. Collect, analyze data -purpose, process, people, personal 4. Provide recommendations, possibly re-contract 5. Implementation phase 6. Close-out / follow-up
Presenting problem Background Stakeholders and prime mover Attempts to solve Duration Resources Expectations
Start with stated problem: What they think they want may not be what they need Get to all key stakeholders-Buy in Get to important information sources Peel the onion Pinpoint the core issue Define a practical solution: Purpose, Process, People, Personal Why doesn’t the client do it
What’s really important? To whom? Follow the work flow (through silos?) Anything working right? Where? Why? Where’s resistance coming from? Why?
To all stakeholders Start with stated problem Trace the research Reframe the problem- Purpose, Process, People, Personal Get all reactions Sum up acceptance / resistance Get closure—or re-contract
Not the consultant’s role! Danger! Can advise as consultant Can refer a resource to implement Can serve as overseer for implementation
May complete the consult On-going advice may be sought Probability of follow-on work Retained for audit / follow-up References: Ask permission to use work as an example for other projects
Flawless Consulting by Peter Block Process Consulting by Edgar Schein The Business of Consulting by Elaine Beich Other recent books by Elaine Beich