The last blog described chaordic consulting as having
an outside consultant identify internal and external factors which affect
organizational efficiency. A force field analysis approach examines the goals
of each system of the organization and the methods used to accomplish these
goals. These are the driving forces. The hindrances to the accomplishment of
these goals are then identified. These are the hindering or balancing forces.
In this process, the consultant is making sense of organizational chaos and
order. Force field analysis is a strategic tool use to understand what is
needed for change in both corporate and personal environments.
The purpose of any consulting process is to help
identify and implement procedures that will make the organization more
efficient and productive. It is the job of management to keep the organization
running, productive, and competitive. Some organizations have internal
consultants or individuals that are trained in organizational behavior and
theory. There is however advantages to having outside consultants evaluate the
organizations operations. First, an outside consultant can view the
organization structure and function without bias. Management may be unduly influenced
by pet people, processes, or products that will not influence a consultant.
Second, management is often too close to the systems to objectively assess
them. Third, consultants have training and experience across a broad field of
organizational practice and use this expertise to assess an organization.
Often leaders suspect a problem such as low morale and
motivation. Organizations may be struggling to remain competitive, want to
improve profits, increase production, reduce conflict, change organizational
culture, or expand the company. Given the responsibilities of organizational
leaders, they may not have the time or expertise to address these needs and
turn to outside consultants. Chris Argyris lists three things necessary to any
successful intervention. These are especially true to make sense of chaotic
organizational situations and bringing orderly interventions. The first is
valid and useful information. The consultant must be able to evaluate the
organizational situation as it actually exists. The information comes from
several sources. The basic information is empirical data. This includes balance
sheets, profit/loss reports, employee statistics and evaluations, and any hard
data that would give a realistic picture of the organizations health. The
consultant should sign a confidentiality statement that any information will
not be shared or used in any way other than to evaluate the organization. Other
information is gained by surveys, interviews, and observation. The second necessary
item for consulting is free choice. The client has the choice to implement the
suggested intervention or not. The third necessary item is internal commitment.
Internal commitment means the course of action that has been internalized by
each member so that they experience a high degree of ownership and has a
feeling of responsibility about the chores and its implications.
The consulting process includes several phases
starting with the “entry” phase. The start or entry is the period where the organizational leaders and the
consultant dialogue regarding the consulting process. This is not a sales pitch
by the consultant, but a mutual examination of the consulting process from
start to finish and the responsibilities of each party. The organizational
leaders should be confident in the abilities of the consultant and the
consultant should be confident in the ability of the leaders to provide accurate
information and the commitment to the consulting process. Neither party at this
time is committed to the process. Once an agreement has taken place, then the information is gathered. The amount
of information, the process of getting the information, and the used of the information
has already been agreed upon in the entry phase. This will probably require
onsite visits by the consultant. Once the information has been acquired, the assessment/feedback process begins. The consultant may ask
for clarification or request more information during this time. Based on the
determinations in the evaluation process, plans are made in terms of goals and
objectives. The consulting relationship can end at this point, but usually the
consultant helps implement the procedures especially if the plan calls for additional training.
Short term goals can be implemented and evaluated. Long term goals can be
implemented and the consultant can be
retained as a coach for the process or end the relationship depending upon
the agreed upon life-cycle of the consultation.
Outside consultants help organizations help navigate
through chaos and bring fresh and unbiased perspectives to organizational leaders.
