Four Phases of Consulting

Four Phases of Consulting

Lynn Wagner

Massachusetts School of Professional Psychology

The four phases of consulting to an organization consists of Entry and Contracting, Discovery and Research, and Feedback followed by the Decision Process. This case scenario will show the steps, methodology and process applied using the four phases of consulting (see Appendix A). Each of the stages has significant effect on the process that follows. Progressing through each stage does not begin or end, they overlap. “Thus, there is some data collection and some feedback during entry, some entry and some feedback in data collection, and some entry and some data collection at feedback.”  (Alderfer C., 1980)

Entry begins with the first contact this is an opportunity to gather information and signifies the beginning of a consultation. Discovery and research starts with getting as much information from the potential client on the phone call. This is an opportunity to probe deeper.  Actively listen for reactions to assumptions and gathering data.

Acceptance of a face to face signifies the beginning of the contracting stage. (Block, 2015)  When setting up the first meeting, confirm that the person with the authority to sanction the proposal and any other stakeholders be in the room. If they are not present, reschedule the meeting. The assumption here is that the issue at hand is not important enough, or the client may be assuming the consultant will act as an expert in solving their problem. The actuality of ether of these assumptions would need attention before continuing.

The first meetings lead to working contracts, as well as data collection. Important details will emerge throughout this process. Inquire as to what the problem is. Who is involved? Who will be the client? What kind of help is needed? (Block, 2015) Emotional content needs to be noted. The rise and fall of anxiety, body language, and even verbal content is data. Block (2011. Pg.14) states “A major objective of every consultation is to encourage you to focus on and value the affective, or interpersonal, aspect of the relationship you have with the client.”  

The presenting problem is; resistance to comply with changes. The evaluation of the presenting problem helps to understand the system dynamics that are at work. Three months is not long for a change process to be underway. However, if indeed it is as simple as the introduction of a new form to file, three months should have been enough time for employees to incorporate that into normal daily routines. What other changes have happened in the last few years? I suspect resistance to comply with the changes comes on the heels of many other changes. Or, there is a structural or system boundary issues.  This assumption is drawn from the statement of “another attempt to micro-manage”. (See Appendix A) Using Gallos (2009) Four-Dimensional Approach when asking, is the problem related to; structural, human resource, political, symbolic all four frames are attributed in this case, and will need to be evaluated through research.

Does the client take any responsibility for what is occurring in the organization; more than likely not. The statement of, “Management is baffled because they feel their new process is streamlined and efficient” `(see Appendix A) indicates that they are not taking responsibility for the decisions they have made, nor the effect that they have on the employees. Forced change does not translate well in functionality. Probing questions may elicit more resistance or a defensives stance in the client. This will present itself as an opportunity to probe in the history of change. Allow the client to expound on the history and grant accuses to archives. Move closer to the core of resistances. “You should not view it as a rejection or disinterest on the part of the client. It means that you are dealing with something that’s important to the client, so you should move toward the resistance rather than away for it.” (Block, 2011, pg. 242)

Making a statement to the client that the problem may indeed be isolated to the billing department and a preliminary research process will determine which area needs to be attention. Here I would expect some resistance in regards to the scope of research needed.  A statement such as; I see you are concerned with the effect this process will have on the organization, which is good to see. So, can I ask you about what doubts you might be having? Getting the conversation started about doubt and any resistance is part of being authentic it will help to create trust in the relationship. The client must understand that changing the system in one department can create problems in other areas. The setting of boundaries of what will and won’t be done will help to determine how invested the stakeholders are, and if the client is willing to commit to the processes. Confirming with the client that the extent of intrusion into other departments may be limited to answering questionnaires, or as much as, individual interviews or allowing employee accuse to an ongoing discussion such as a world cafe.  This also helps to set boundaries and establish needs, as well as create expectations for both parties. “To have a good contract with the client, responsibility for what is planned and takes place has to be balanced-50/50.”(Block, 2011, pg.14)