1. LDR 610 Consulting Theory and Practice Baheejah Lumumba

2.  Company culture is usually based on a distinctive, code of conduct that governs the behavior, attitude, relationships, and style. Whenever organizations seek the help from a consultant “they understand that the consultant is person in a position to have some influence over an individual, a group, or an organization but has no direct power to make changes or implement programs.” (Block,2011 p.2)

3.  Although the distinction is important, the consultant needs to function differently from a line-manager for the consultant’s own sake and for the learning goals of the client (Block, 2011 p.3)  1 Consultants are key players in change management.  2 Specialize in areas to improve the bottom line.  3 Expertise in discipline, work experience,  4 Credibility will be taken seriously by others.

4.  In the dynamics of change management the first thing consultants should do is establish a relationship with the client, by building trust. The combination of trust and a common goal shared by people can make a powerful team. “Lower trust leads to lower leverage and lower commitments” (Block, 2011 p.16-38)  1 Only those who are trusted are effective in making changes.  2 “The key to increasing the changes for success is to keep focusing on how you work with the client”. (p.47)

5.  Because of the vital concerns of managers, consultants, and leaders who are trying to understand corporate culture, they first must integrate and understand the complex mix of behaviors, values, and shared assumptions this can be accomplished by listening.  1. “Listening actively involves paraphrasing, clarifying, and giving feedback. (Mckay, Davis, & Fanning, 2011 p.17)  2. Communicating effectively is the key for consultants to engage employees and facilitate change.

6.  By “Navigating through a client’s management styles and organization politics-and helping them to look objectively at the data are vital tasks.” (Block,2011 p.164)  1. Examining the organization element of each challenge as rationally as the technical part.  2.Presenting problem, Redefinition of problem.  3. Clear and simple picture of what is happening.  4. Technical/Business-Problems –Recommendations.

7.  “ Anytime you present a clear and simple picture of the current situation and make your recommendations, you do it in hopes of triggering action”. (Block, 2011 p.229)  1. Creasy (2010) found change management are tools that need to be applied independent of the actual change that you are undertaking “anytime you alter processes, systems, organization structures or job roles, you need a structural approach to manage both the technical side and the people side of the pending change.” (p.2)

8.  The meeting should be structured so that people can articulate their own ideas and values because, “you will need time to deal with the client’s resistance.” Block ( 2011 p.235)  1. A Consultant is good at handling difficult situations.  2. All the competencies should be presented before, during, and after the meeting.  3. Questions should be asked, and ask the client if they are getting what they want.

9.  “ Response that you receive in the meeting will reenact all the problems that the organization has in solving issues”. Block ( 2011 p. 242)  Kotter, (1995) established eight stages for creating change, it summarizes the steps for producing successful change of any magnitude in organizations.  1. Establishing a sense of urgency, creating the guiding coalition.  2. Developing a vision and strategy, Communicating the change vision.  3.Empowering broad-based action, Generating short-term wins.

10.  4.Consolidating gains and producing more change.  5. Anchoring new approaches in the culture. ( p.61)  Clarifying the direction of change is important because, more often than not, people disagree on direction, or are confused. Kotter (1996) found “with clarity of direction, the inability to make decisions can disappear.”(p.69)

11. Kotter, J. (1996) Leading Change: Harvard Business School Press Boston, MA McKay, M. Davis, M. & Fanning, P. ( 2009) Messages: The communication Skills book ( Third ed.) New Harbinger Oakland, CA

12.  Block, P. (2011) Flawless Consulting: A Guide To Getting Your Expertise  Used ( Third ed.) Pfeiffer: San Francisco, CA  Creasy, T. (2010) Helping others understand change management in  relation to project management and organizational change  Prosci research (pp.2) Retrieved from  http://www.change-management.com/tutorial-definihttp://www.change-management.com/tutorial-defini  Kotter, J ( 1995) “ Why transformation efforts fall,” Harvard Business  Review ( March-April) no. 61