Discovery Phase in Consulting
boyupe
consulting_session_five.pdf
Consulting
Phase II -‐ Discovery
1OL-‐635 SNHU COCE
1 2
Flawless Consulting Consultant Profile
Value Proposition Area of SME Years as a Practitioner
Skills Technical Interpersonal Consulting
Actions Know Your Subject Matter Behave Authentically Complete each Consultant Phase Build Capability in others
43 5
Contracting
Activities Plan for and Conduct a Contracting Meeting Good Selling is Good Contracting Establish Balance of Responsibility, Accountability & Control Contract/SOW Development
Common To All Phases Relationship Building Manage Resistance Ask for Feedback
Discovery
Purpose and Goal of Discovery
3OL-‐635 SNHU COCE
Purpose
Develop an independent and fresh way of looking at what is going on. Create a process that leads to client commitment, ownership, and action.
Goal
A process of discovery, engagement, and dialogue in which the client will discover (in collaboration with the consultant) an answer to their question and launch an implementation that will be enduring/ sustainable and productive.
Approach Dichotomy
4OL-‐635 SNHU COCE
Diagnosis
The traditional way Diagnose the problem, develop a prognosis, and offer a prescription
Problem focused with the Consultant completing most of work
Discovery
Future looking, dialogue-‐based method Look at what is working, what are the strengths and gifts, and seek to deepen and take advantage of those assets Catch people doing things right Builds capability and sustainability
Approach Dichotomy
5OL-‐635 SNHU COCE
Diagnosis
Client Expectations
Come in, take a good look with fresh eyes, and suggest a solution that will be quick, cheap, and painless.
Discovery
Consultant Reality
The delta between the current state and the solution will take longer than you think, will cost more than you imagined, and require more time and involvement than you want to give.
Discovery Challenge
6OL-‐635 SNHU COCE
problem
Presenting Problem (technical/business problem) The presenting problem is almost always about the technical or business problem.
Social System Problem (organizational problem) Organizational problems, or what we call social system problems, include how the technical or business problem is being managed.
Flawless Discovery
7OL-‐635 SNHU COCE
Keep simplifying and narrowing the inquiry so it focuses more and more on the next steps the client can take and what is under their control. Use everyday language. The words you use should help the transfer of information, not hinder it. Give a great deal of attention to your relationship with the client. Include the client at every opportunity in interpreting data and deciding how to proceed. Deal with resistance as it arises. Treat data on how the client organization is functioning as valid and relevant information. (Presenting Problem) Also, assess how the group you are working with is being managed. (Social System Problem)
Discovery Exercise
8OL-‐635 SNHU COCE
Treat problem-‐finding with the same rigor as problem-‐solving
Instructions: Ask somebody to describe his/her problem in one sentence. Whatever (really listen to the answer). Then (and again, really listen). Repeat
Source: IDEO.com
Consensus-‐Building Methodology (DELPHI)
9OL-‐635 SNHU COCE
Project kick-off
Needs Assessment Charter Development Identify Stakeholders, Conduct Stakeholder Analysis Define Scope Develop Project Plan Establish Client Team
Assessment
Conduct review of existing/prior organizational
initiatives, programs, culture
Leadership Insight
Conduct 1:1 interviews with Org. Executive Leadership and Key Stakeholders
Multi-Channel Field Data Collection
(Focus groups, surveys, webinars, with Organizational/
Aggregate field data Level 1 Consensus
Ownership Review
Sessions with Functional owners to review and further clarify and validate field data Level 2 Consensus
Sponsor Review
Final review and assessment with sponsors and key stakeholders
Final/Level 3 Consensus Sign-Off
Source: DELPHI Practical Assessment, Research and Evaluation -‐ Volume 12, Number 10, August 2007
Whole-‐System Discovery
10OL-‐635 SNHU COCE
The people doing the discovery and making the recommendations are the same people who will implement the change.
Benefits
Discovery process creates higher commitment to implement. People deciding are the ones who have to make it work. Greater local knowledge. People are intimate with the situation. More realism. People know what is doable and what will work. The learning stays with the organization.
Discovery 20 Questions
OL-‐635 SNHU COCE 11 Source: https://www.youtube.com/
Learning from Leaders
12OL-‐635 SNHU COCE
David Novak
Build People Capability through Leadership Development Create an environment where everyone knows they make a difference
people you have the privilege to lead
Discovery 20 Questions
OL-‐635 SNHU COCE 13 Source: https://www.youtube.com/
Learning from Leaders
14OL-‐635 SNHU COCE
Jack Welsh
Build a company around trust and authenticity Demonstrate every day you are who you say you are; Match your words and actions
Discovery 20 Questions
OL-‐635 SNHU COCE 15 Source: http://www.DesignedLearning.com
Learning from Leaders
16OL-‐635 SNHU COCE
Peter Block
Connectivity first content second
Gifts, Capacities, and Possibilities
17OL-‐635 SNHU COCE
Reflect on history observe what is working today system aspirations
Benefits
Focus on the successful exceptions not the failing norms Assume at least one person in a system, working with the same resources as everyone else, has already solved the problem
positive deviants
Leverage the inherent teaching capacities of members of the system
