Shandong Gold and TMAC

Good morning Beatriz. Thank you for your email and questions. a. The examples I gave were not for Shandong Gold's Proposed Acquisition case study. Here is a summary of some steps you would take that help the consultant decide what options to use:.

A. Important Pre-MCT process (getting ready to use the MCT). First. before confirming the key opportunity/challenges/problem/issues to work on in the case study/organization the consultant begins by reviewing the circumstances/case study and then first chooses the most effective diagnostic tools to use on the case study (and then uses them) in order to gather key information; Second. the consultant must use the diagnostic tools thoroughly The consultant does not normally determine and should not assume nor guess what the issues/tasks etc affect the organization in the case study before using the diagnostic tools in a comprehensive analysis- (this is the standard expectation of the client, the assignment and the consultancy process); Third. having used the diagnostic tools and having gathered thorough diagnostic information the consultant then thinks throught/determines what the problems are (often deep rooted). Note that there is not one exact/perfect answer- different consultants and different tools can lead to different pathways to resolve the situation in the organization. Fourth.from this point on now the consultant proceeds with the MCTemplate. If few tools or ineffective tools are used the selection may be too limiting, narrow it will likely i. be limiting and not fully satisfying for the client; ii. be impacted by bigger problems/goals left unattended.  Fifth. at this point of the process, the consultant uses critical thinking to derive three options (Table 2) and provides detailed information in Tables 2.1/2.2/2.3 and ultimately selects one of these three options as the preferred option for the situation; Sixth. having selected their option, the consultant continues on through the MCTemplate.

I hope this is helpful.

Best regards, Brent