Models of Consulting Assignment | Online Assignment Help

List a few advantages and disadvantages to being an internal and external consultant that were not mentioned in Chapter 5.
Discuss which role, internal or external OD, is easier and more rewarding in you opinion and why.
Recommend which competencies for organization development consultants listed in Table 5.2 should be mandatory or absolutely necessary. In which of these skills or knowledge areas do you feel you are more or less proficient?

The Consulting Process, Entry, & Contracting
Models of Consulting
OD Consulting
Clientsare the experts in the organization, what will/won’t workUnlike the expert modelJointdiagnosis and problem solvingUnlike the doctor-patient model Clientneeds to recognize the problem and take actionUnlike the mechanic modelHelp fix the problem and transfer problem-solving skillsUnlike each of the three other models!
Principles of OD Consultation
Always try to be helpfulAccess your ignoranceEverything you do is an interventionEverything is dataIt is the client who owns the problem and the solutionGo with the flow; timing is crucialWhen in doubt, share the problem
The Consulting ProcessEntry
Getting in, getting started, learning the clientTypes of clients:Contact clients:Contact clients are the initial points of communication in the client organization.Intermediate clients:Intermediate clients are those that are included in meetings or from whom data is gathered during the course of the engagement.Primary clients:Primary clients have responsibility for the problem the consultant is working to address. Primary clients generally are the ones paying for the consultant’s services.Unwitting clients:Unwitting clients will be affected by the engagement or intervention but may not know of the engagement activity or that it will concern them.Indirect clients:Indirect clients are not known to the consultant but are conscious
that they are stakeholders in the outcome.
Ultimate clients: Ultimate clients consist of the larger system or organization, “or
any other group that the consultant cares about and whose welfare must be
considered” (Schein, 1997, p. 203).
The process of “coming to agreement” on what the OD project will doCan be written or verbalUnderstand the client’s perception of the situation or problemElicit mutual “wants” and expectationsDefines successNot a one-time event

Some Questions to Answer
What does the client want?What do you need from the client in order to accomplish this?What will you do/deliver?What will your role be? The client’s role?What’s the time schedule?What about confidentiality?How/When will you give feedback?
The Contracting Meeting
Ask, Listen, Paraphrase/Feedback“So it sounds like you’re having difficulty with coordination between the marketing and sales departments?”Clarify the problem“What do you mean by X?” “How often does X happen?”Give support“I appreciate your willingness to talk to me about this difficult problem.”Communicate understanding of the problem“It’s common for groups to feel competitive in this manner, but the time pressure placed on both groups makes this situation unique.”Be explicit“I want to be clear –I don’t think we will solve this problem with one workshop.”End with feedback

Getting “Stuck” in Contracting
What “stuck” looks like
Disagreement over goals, resources, time
Client restates problem over and over
Nonverbals: yawning, looking at watch
Indirect answers
 How to proceed
Admit it: “I think we’re stuck.”
Change your offer
Change the objective
Take a break
Terminate/minimize the engagement (end, delay)


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