Consulting Skill Course Note

1. Chapter 1: The nature of management consulting and how it adds

value
Management consulting:
o A special form of management.
o The creation of value for organizations, through improved performance, achieved by
providing objective advice and implementing business solutions.
Critical points:
o Client organization expects value for its investment
o It needs high quality and practical advice
o Advice should lead to a measurable improvement
o Advice should be dispassionate and impartial (v t, khng thin v)
o The consultant should not simply aim to please, the advice should be communicated
without fear or favour.

1.1.What a management consultant does?

They will focused on a specific issue that has been recognized by the organization's management
and has been well defined.
Most projects will involve gathering and analyzing information and sharing findings with the
organization.
A management consultant offers their management abilities, expertise and insights to the client
business in order to create value for it. (What the consultant can 'sell' to the business?)
o The consultant must have the skill of a general manager.
o Not only undertake specific projects
o But also be able to market what they offer

1.2.Consulting and management roles

1.1.1. Managerial functions (Henri Fayol)

Planning
o Defining the business' vision (its desired future state) and mission (reason for being in
business)
o Identifying the courses of action and projects needed to move the org. in that direction
o The nature and complexity of the project, the significant of its outcome, organizational style,
culture and individual management traits will be important determinants in the approach to
planning.
Organizaing
o Ensuring that the organization's structure is appropriate for its strategy and environmental
situation.
Staffing (HRM: recruitment, appraisal, personal development, training, establishing remuneration,
career development, coaching, staff motivation policies)
o Ensure that the business has the right people (with their skills, abilities and experience) in
the right place
Directing

The process of encouraging people to implement efficiently the tasks necessary to deliver
the business or project goals (manager's responsibility as leader, motivator, creator)
Controlling
o Making sure that the resources are in place, that they are being used effectively and that
their use is properly accounted for.
1.1.2. Managerial roles (Henry Mintzberg)
Interpersonal roles:
o The figurehead: the managers represent the org., or the part of it. This role is important for
SME.
o The leader: the managers delegate tasks, motivate and support people to undertake these
tasks.
o The liaison: the managers interact with people from other org.
Informational roles:
o The monitor: the managers identify and acquire information on behalf of the org. It may
involve the processing and storage of information so that it is readily available for use by
decision-makers.
o The disseminator: is concerned with ensuring that available information is passed on within
the org. to information processors and decision-makers. Reports, meetings and
presentations represent formal means of dissemination.
o The spokesperson: is concerned with disseminating information, but to the outside world
rather than internally (sale & marketing staffs, purchasing manager, financial manager)
Decisional roles
o The entrepreneur: is concerned with shaping and making decisions that lead the org.
forward in a significant way. Any manager can take on the entrepreneurial role.
o The disturbance handler: management crisis handler, maintaining the status quo when the
org. has been impacted by a disturbance. This role comes into play only when a crisis
happens.
o The resource allocator: the managers mus prioritize and allocate resources across a variety
of options, they must decide which of the opportunities that offer themselves is the best
one at a particular time.
o The negotiator: is concerned with sharing resources with outside org.
Sales managers negotiate with customers.
Procurement managers negotiate with suppliers.
Finance managers negotiate with investors.
Personnel managers negotiate with employees.

1.3.The client-consultant interaction

Managers work in a network of relationships which exist between managers working within a
particular org. and between the managers in different org. who come into contact with each other.
The consultant who moves into an org. must define the relationship they wish to create with the
managers who already work in the client business and possibility with some of those in other org.
with which the client comes into contact.
There are five primary types of consultant - management role interaction:
o Supplementing: involves the consultant adding to the existing skill profile to increase its
capability but not alter its overall shape.
o Complementing: the consultant introduces a role specialism to complement such a
weakness in the client business role profile.

o
o
o

Informational role: marketing research, setting up MIS

Decisional role: entrepreneurial role, disturbance handler, resource allocator
(budgeting management control systems)
Differentiating: involves the consultant helping the client business to differentiate its
management roles and allow managers to specialise.
Integrating: involves the consultant helping the client business to reorganize its
management roles and build a new set of manager relationships and responsibilities.
Enhancing: involves the consultant helping the client management team improve the
effectiveness of their overall management role profile.

1.4.The responsibilities of the management consultant

The consultant must take on the responsibilities of being a manager, not just for the organization
they work for but also for the organization they work with.
Managerial and organizational responsibilities operate at 4 levels:
o Economic responsibility: is to act in a way which is consistent with the long-term health of
their business and maximize its value for its investors.
o Legal responsibilities: ensure that the activities of the organization are legitimate in light of
the criminal and civil laws to which the business is subject.
o Moral responsibilities:
o Discretionary responsibilities: relate to a refusal to work in certain project areas, or to work
towards project outcomes of which the consultant does not approve.

1.5.Type of client
Process consulting can be enhanced by an appreciation of the different types of client involved.

1.5.1. Contact client:

First approach the consultant and propose the consultant addresses a problem or issue on behalf of
organization.
1.5.2. Intermediate clients
Member of the organization who become involved in the consultant project.
1.5.3. Primary clients
The persons who have identified the problem or issue the consultant has been called into address
and who will be most immediately affected by it.
1.5.4. Unwitting clients
Who will be affected by the intervention of the consultant.
1.5.5. Indirect clients
Who will be affected by the intervention of the consultant and who are aware that they will be
affected.
1.5.6. Ultimate clients
The total community, those stakeholders who will be affected by the consultant's intervention. This
will conclude members of the organization and, possibly, members of the organization which come
into contact with the client organization. The ultimate client group forms the universe of interests
the consultant must take into account when progressing the project.

1.6.Modes of consulting

1.6.1. The expert mode

Client identifies and analyses the problem. The consultant then uses their expertise to identify a
solution to the problem.

1.6.2. The doctor-patient mode

The consultant acts as an expert, and also takes responsibility for diagnosing the problem in the first
place.

1.6.3. The process consulting mode

The consultant assists those who make up the organization to recognize problems and then discover
the solutions to them. The consultant is not so much an expert, more a facilitator of change.

1.7.The decision to use a consultant

The decision to call in consultants occurs after a consideration of the costs and benefits involved and
a conclusion that the potential benefits should outweigh the costs of the necessary investment.
The management consultant must therefore constantly ask three fundamental questions:
o What can I offer the client business that will enhance its performance and help it achieve its
objectives?
o Why will my contribution be more valuable than that which existing managers, and
potential recruits, can contribute?
o How can I communicate to the client business that what I offer is valuable?

1.8.Why do business fail?

Regardless of the industry, failure is the result of either the lack of management skills or lack of
proper capitalization, or both.
o Business model
o Market and customers
o Cash management
o Financial management
o Business planning and performance
o Processes
o Management
The chances of success will be improved if companies pay heed to ten basic items (Rob Holland,
1998)
1. Develop a business plan
2. Obtain accurate financial information about the business in a timely manner
3. Profile the target customer
4. Profile the competition
5. Go into business for the right reasons
6. Do not borrow family money and do not ask the family for advice
7. Network with other business owners in similar industries
8. Remember someone else will always have a lower price
9. Realise that consumer tastes and preferences change
10. Become better informed of the resources that are available

1.9.Provision of information
1.10.

Provision of specialist expertise

1.11.

Provision of a new perspective

1.12.

Provision of support for internal arguments

1.13.

Provision of support for gaining a critical resource

1.14.

Facilitating organizational change

2. Chapter 2: Consulting: the wider context and consulting process

2.1.Management consulting: strategic processes of a business
2.1.1. Strategy
2.1.2. Marketing research
2.1.3. Marketing
2.1.4. Sales
2.1.5. New product development
2.1.6. Finance

2.2.Hard side consulting: operational processes of a business

2.2.1. Operational management
2.2.2. Information technology management
2.2.3. Technical
2.2.4. Risk management

2.3.Soft side consulting: human processes of a business

2.3.1. Human resources
2.3.2. Organizational development
2.3.3. Interim management
2.3.4. Outsourcing

2.4.Consulting to the non-profit and publict sectors

2.5.Over view of the consulting process

1. Initial contact

2. Decision to work together

3. Preliminary analysis

4. Formal proposal

5. Project charter

6. In-depth analysis

7. Implementation

8. Delivery

9. Follow-up

2.6.Initial contact and initiating the project

2.6.1. How well the consulting and client know each other
2.6.2. Expectations from the project
2.6.3. Level of resources committed to the project by the client
2.6.4. Investment by the consultant in making the formal proposal
2.6.5. The need to communicate within the client business
2.6.6. The need to inform third parties

2.7.Preliminary analysis of the issues and defining objectives

There are 3 key questions to be answered by this preliminary analysis:
o What are the major opportunities and issues the business faces?
o What prevents the business capitalizing on the opportunity or dealing with the issues?
o How can the consultants service help the business overcome this block?

2.8.Pitching the project: the formal proposal and project charter (ref.
Chapter 3)
The formal proposal represents the consultant's statement of what he or she can achieve on behalf
of the client business. It defines what the client will be paying for.
The key functions of the proposal are as follows:
o It provides a concise and efficient means of communicating the objectives of the project to
the client.
o It guides analysis and ensures that investment in information gathering is at an appropriate
level.
o It gives the consulting team a common focus when differentiating tasks and organizing the
project delivery.
o It provides a fixed point of reference which can be referred back to if it is felt the project is
drifting.
o It can be used to manage the expectations of the client.

2.9.Project progression and follow-up

Progression represents the actual undertaking of the project. At th stage the consultant applies his or
her insights, expertise and knowledge to create a new understanding for the client.
2.9.1. Information gathering
2.9.2. Analysis and interpretation
2.9.3. Interaction with the client business
2.9.4. Project management and monitoring
2.9.5. Keeping records
2.9.6. Advice on implementation
2.9.7. Preparing ground for new project
2.9.8. Seeking an endorsement (s xc nhn, s tn thnh)
2.9.9. Project review and evaluation
2.9.10. Networking

3. Chapter 3: The skills of the consultant and the project proposal

3.1.The effective consultant's skill profile

A consultant first is an outsider, it may allow him/ her (advantages) to ask questions and make
recommendations that an "insider" feels they cannot.
Challenges: consultant must actively build relationships and create a sense of trust.

3.2.Project management skills

3.2.1. Define objectives
3.2.2. Develop formal plans
3.2.3. Sequence and prioritize tasks

3.2.4. Manage the financial resources that are spent during the consultant project
Budgets must be set before the project starts so that the resource requirements may be
understood,

3.2.5. Recognize the human expertise necessary to deliver the project

And to understand how the specialist skills of the various members of the consulting team can be
put to best use (deciding who will do what).

3.2.6. Manage personal time

Time management skills allow time to be used productively, they also mean that last minute panics
are avoided.

3.3.Analysis skills
A consulting exercise must offer the business the chance of moving from where it is 'now' to
somewhere 'new and better'.
2 analysis must be taken:
o Analysis of the business's current situation
o Analysis of the opportunities open to it.
It is essential for a consultant that they are able to process information and draw conclusions,
recognize the external opportunities and challenges the business faces and finally assess the
business's internal condition.

3.3.1. Identify what information is available and what is needed

3.3.2. Process information and draw conclusions
3.3.3. Recognize the business's strengths, weaknesses and opportunities and
challenges
3.3.4. Assess the business's financial situation
3.3.5. Evaluate the business's markets and how they are developing
3.3.6. Assess the business's internal conditions
3.3.7. Analyze the way in which decision-making occurs within the business

3.4.Relationship building skills

3.4.1. Build rapport and trust with the client
3.4.2. Question effectively
3.4.3. Communicate ideas succinctly and precisely
3.4.4. Negotiate objectives and outcomes
3.4.5. Work effectively as a member of a team

3.4.6. Demonstrate leadership

A 'leader' may not be necessarily apparent
3.4.7. Summary
The project management, analysis and relationship skill areas do not work in isolation. They must
operate in conjunction and in balance with each other. Relationship-building must be based on a
proficient analysis of the business and the people in it. Project management must be aimed at
delivering negotiated outcomes. Good project management skills offer a base on which can be built
a trust that outcomes will be delivered.

3.5.The consulting selling process

From a consultant's point of view, they need to ensure that any potential clients are not only aware
of them and their capabilities but also have a good (if second-hand) opinion of them. This means
that they have to effectively market themselves, just like any business.
3.5.1. Step 1: Identify potential targets
Depending on the size of the firm, the number of consultants, the skills of the people, define the
target as follow:
o One type of industry
o Firms of a certain size (in term of turnover)
o In geographical terms by region
o With personal contacts of consulting firm's members
o All those requiring a particular product or service

Some consultancies may form 'strategic alliances' with other firms who have complementary skill
sets.
It may be counter-intuitive but a consultant also needs to think about who they do not want to work
with. It could be that a certain firm has standards of ethics that the consultant may feel
uncomfortable with.
4 types of 'buyers' who are all-important when consultants are considering selling their services:
o Economic buyer
o User buyer
o Technical buyer
o Coach
3.5.2. Step 2: Product offering
To understand what will be offered to potential clients: from very specific products to more general
ones.
The structure and management of consulting forms is determined by 2 key factors:
o The degree of customization in the firm's work activities.
o The extent of face-to-face interaction with the client.
3.5.3. Step 3: Competitive review
A Consulting firm need to understand their competitors' services
Personal relationships are often important in selling a consultancy, consultants have to look for
"gaps" where the competitors are not operating (they think customers are too small for them)
3.5.4. Step 4: Promotion of service
Consultants must tell potential customers what they have to offer.
Promotional techniques can be used:
o Face-to-face meetings
o Mailings
o Advertisements
o Links to the website
o Public relation events: speaking at business conferences
o Previous work for a client
3.5.5. Step 5: Sales enquirie
2 types of sales enquiries
o The first is where the client has worked with the consultant before and the consultant has
had an active role in getting the enquiry.
o The second is where the client has not worked with the consulting firm
3.5.6. Step 6: Meeting potential clients
Meeting with the client to discuss the project - is sometimes the hardest as it relies on listening
carefully to the potential client's issues and the reason for their sales call.
It may take quite a few meetings (to ask, even simple questions) and a lot of preparation before the
consultant is clear about what exactly the client needs to address their issue.
4 stages in a sales meeting:
o Preliminaries
o Investigating
o Demonstrating capability
o Obtaining commitment

3.5.7. Step 7: Project proposal

A good proposal will be the result of a consultant really understanding the client's needs and having
gone through the selling process properly.

3.6.The function of the project proposal

The project proposal is a short, straightforward document, these are to state what the consulting
exercise aims to achieve and to get the client to commit to it.
The proposal is what the client is buying from the consultant.
The proposal needs to be succinct and must make an impact.

3.7.What to include in the proposal and an example

3.7.1. A title and executive summary - overall aim for the consulting project and what
the business will be able to do as a result of the project
3.7.2. Client's requirements
3.7.3. Our approach - how you intend to tackle the project and why this will be
effective
3.7.4. Activity and time plan
3.7.5. Key personnel in the consulting team
3.7.6. Brief summary of relevant experience
3.7.7. Costing for the project, detailing fees and expenditure
3.7.8. What not to include in the proposal

4. Chapter 4. Consulting across borders and cultures

4.1.Factor encouraging international operation
4.2.Researching and selecting overseas markets
4.3.Market entry options
4.4.Export management issues
4.5.Culture
4.6.International marketing
4.7.Global marketing planning process
4.8.Managing the client-consultant relationship

5. Chapter 5. Defining the destination, developing a strategy and

understanding change
5.1.Identification of opportunities and issues with the client organization
5.1.1. Evaluating the problem
5.1.2. How can supporting forces be used and developed to achieve the set objectives?
5.1.3. How can blocking forces be overcome or avoided so that the business can move
forward?
5.1.4. Reinterpreting problems as opportunities

5.2.Problem analysis, specification and quantification

5.2.1. Stage 1: Brainstorm the causes
5.2.2. Stage 2: Group the causes into major categories
5.2.3. Stage 3: Construct a 'cause and effect' diagram
5.2.4. Stage 4: Getting to the root cause of the major problems

5.3.Objective setting: defining the desired end-state

5.3.1. Aims, objectives, outcomes and actions
5.3.2. Aims
5.3.3. Mission
5.3.4. Objectives
5.3.5. Actions
5.3.6. Outcomes

5.4.Understanding and reconciling consultant and client objectives

5.4.1. Understanding your own objectives
5.4.2. Understanding the client's objectives
5.4.3. Reconciling your own objectives with those of the client

5.5.Developing a strategy for the destination

5.5.1. Project information
5.5.2. Team members

5.5.3. Scope of the project

5.5.4. Project timeframe
5.5.5. The business case
5.5.6. Problem to be solved
5.5.7. Project goals
5.5.8. Project measurements

5.6.Understanding the client's defining characteristics

5.6.1. Business model
5.6.2. Core competences
5.6.3. Resource quality
5.6.4. Relationship between strategy and processes
5.6.5. Organizational culture

5.7.Developing the strategy for the journey

5.7.1. Six Sigma
5.7.2. DMAIC process
5.7.2.1.

Define

5.7.2.2.

Measure

5.7.2.3.

Analyse

5.7.2.4.

Improve

5.7.2.5.

Control

5.8.The need for change in the client organization

6. Chapter 6. Evaluating client capabilities and business

opportunities

One of the key skills that a consultant can bring to a client is the ability to look at the business in a
different way.
Consultants should have their own distinct toolkit which assists them in analyzing the client's
current and future position and in bringing insight into these.

7.1.Preliminary analysis techniques

Why the business organization or system exists, what is its mission or purpose and what are its
objectives
7.1.1. SWOT and STEEPLE
SWOT analysis is a good, basic technique for getting the analysis started. It provides the consultant
with a concise and comprehensive summary of a business.
Use STEEPLE (Social, Technological, Economic, Environmental, Political, Legal and Ethical) in order to
take a closer look at the business system and 'bigger picture' factors in which the business operates.
7.1.2. Stakeholder analysis
Management decisions affect many parties (managers, shareholders, employees, customers,
suppliers, authorities, communities).
Stakeholder analysis suggests that all of these must be considered as fairly and justly as possible.

7.2.Capabilities of businesses

7.2.1. Competitive advantage

A firm's competitive advantage is the basis on which the performance of the business is built:
o The firm possesses;
o Creates value for its customers;
o In a way is unique;
o Competitors find it difficult to imitate;
o
A firm can be said to have competitive advantage when it is able to sustain profits that exceed the
average for the industry.
7.2.2. Market segmentation
Is the process of dividing a market into distinct subsets (segments) that behave in the same way or
have similar needs.
Because each segment is fairly homogeneous in their needs and attitudes, it is likely to respond
similarly to a given marketing mix (4P).
7.2.3. Financial analysis
When evaluating a business, its performance and its potential for the future, the consultant must
have an appreciation of its financial situation.
There are 3 key financial statements that outline the financial position of an organization:
o The profit and loss account
o The balance sheet

The cash flow forecast

7.2.4. Pareto analysis

Pareto rule (80-20 rule): often the top 20 percent of lines make a contribution of 80 percent to sales and
profits.
Profitability will be increased by divesting of product lines in the 'tail' of the curve.
7.2.5. S-curve analysis
Most products exhibit a characteristic growth curve with an early stage with increasing growth, a middle
stage with high growth and a final stage where growth drops to zero. This pattern is depicted in
graphical from and appears as a S-curve.

7.2.6. Porter's Five Forces

7.2.7. The Delta Model (and sixth force)

7.2.8. Financial ratios

There are 3 types of financial ratios:
o Performance (or operating) ratios measure how well the firm is using the resources it has to
hand:
ROS (return on sales) = profit / sales
ROCE (return on capital employed) = operating profit/ capital employed
ROE (return on equity) = profit after tax/ shareholder funds
o Financial status ratios measure the stability of the business and indicate how well it could
weather a financial storm affecting income or expenditure.
Debt ratio = (long-term debt + short-term debt)/ capital employed
Interest cover = operating profit/ Interest owed
Current ratio = current assets/ current liabilities
Quick ratio = liquid assets/ current liabilities
o Investor ratios give an indication of its performance as an investment vehicle.
Earnings per share (EPS) = profit after tax/ number of shares issued
Price/ earnings ratio (P/E) = market price of share/ EPS
Market capitalization = market value of shares x number of shares
Dividend cover = EPS/ dividend per share
Dividend yield = dividend per share/ market price per share

7.2.9. Value chain

7.2.10. The balanced scorecard
7.2.11. Audits
7.2.12. Decision gates and the product creation process
7.2.13. Wharton grid - uncertainty and risk

7.3.Identification and evaluation of strategic options

7.3.1. The Ansoff Matrix

Market penetration
o The firms markets its existing products to its existing customers
Market development
o The firm markets its existing product range in a new market
Product development
o The firm develops and innovates new product offering to replace existing ones.
Diversification
o The firm markets completely new products to new customers.
Related diversification: remain in a market or industry with which the organization is
familiar.
Unrelated diversification: the firm has neither previous industry nor market
experience.
7.3.2. Eisenhower grid
7.3.3. The Boston Consulting Group matrix (BCG)
7.3.4. Evaluating future plans

7.4.Assessing opportunities
7.4.1. Market research
7.4.2. Secondary research
7.4.2.1.

The internet

7.4.2.2.

Market sector reports

7.4.2.3.

Company annual reports and websites

7.4.2.4.

Newspaper articles

7.4.3. Primary research

7.4.3.1.

Depth interviews

7.4.3.2.

Focus group discussions

7.4.3.3.

Postal or email surveys

7.4.3.4.

Omnibus surveys

7.4.3.5.

In-hall or on-street testing

7.4.3.6.

Distributor or retail audits

7.5.Planning for the future

7.5.1. The directional policy matrix

Is similar to the BCG Matrix but it uses more general factors to determine market attractiveness and
competitive position to look at future options.
Factors to determine Market attractiveness:
o Market growth rate
o Profitability
o Stability of profits
o Customer strengths
o Environmental conditions
Factors to determine Competitive position:
o Market share
o Production
o Technical expertise
o Relationships with distributors and buyers

7.5.2. The chasm

The Chasm arises because a small part of the market may like the new product, giving early indications
of success, whereas mainstream markets might be unwilling to adopt it. Overcome by:
Understanding where customers lie in the spectrum of adopting new ideas
Identifying key customers across the chasm.
7.5.3. Scenario analysis
7.5.4. Using the toolkit (p. 154)

7. Chapter 7. Working with clients and teams: the 'soft' skills

Establishing and maintaining a good relationship with the client is key to an effective project.
o The consultant has been asked to help manage a taskforce charged with designing some
new procedures as part of some organization change.
o The consultant has been asked to provide some 'skills training' to a work group with a
history of conflict and dissension.
In order to undertake this kind of practical assessment and to facilitate collaborative
agreements between client and consultant, 3 things are needed:
o A clear understanding of the purposes of a consulting relationship;
o A language for talking about consulting roles;
o The criteria for determining which role might be most appropriate in a given situation

8.1.Client needs, consultant's response

Consultant's responsibility
for client growth

In any consultation, the clients will have two types of need:

o The need for results requiring concrete outcomes associated with a project.
o The need for organizational growth necessitating increased capacity to perform new
functions or exhibit improved behaviors on a sustainable basis
Grid model of consulting (Champion et al.)

Coach

Partner

Reflective observer

Expert

Consultant's responsibility for task delivery

o Partner role
o Coach role
o Reflective observer role
o Hands-on expert
A consultant may play multiple role simultaneously within a client system but with different
clients.

8.2.Key skills: influencing

Being an excellent influencer makes a job easier. Influencing may take the form of gaining
support, inspiring others, persuading people to become their champions, engaging someone's
imagination or creating relationships.
Truly excellent influencing skills require a healthy combination of interpersonal, communication,
presentation and assertiveness techniques.

8.2.1. A vital skill

Influencing others is about having the confidence and willingness to use one's own behavior to
make thins happen.
8.2.2. Push and pull of influencing (p. 161)
There are two main sets of skills for influencing, and they are classified as push and pull skills.
o Push skills involve being a better advocate or promoter of a point of view
o Pull skills are essentially about trying to understand the other person's agenda through
questioning and listening so that one can understand the other person's point of view
and, as a result, position the proposal appropriately to meet their needs.

8.3.Key skills: communications and rapport

8.3.1. Matching
8.3.2. Leading
8.3.3. Mismatching

8.4.Key skills: Listening and questioning

8.4.1. Attention and impact
8.4.2. Levels of listening
8.4.3. Powerful questions

8.5.Working with teams

8.5.1. Common vision
8.5.2. Setting up a team to win
8.5.3. Stages of team or group development
8.5.4. Belbin
8.5.5. Learning styles

8.6.Leading a team
8.6.1. Climate: the 'weather' in an organisation
8.6.2. Symptoms that something is wrong
8.6.3. The cause and effect relationship
8.6.4. The lesson

8.7.Challenging constructively
8.7.1. Outcome-frame questions
8.7.2. Outcome-frame thinking
8.7.2.1.

Identifying shared interests

8.7.2.2.

Being assertive

8.7.2.3.

Making your own thinking visible

8.7.2.4.

Resolving conflict: one-to-one

8.7.2.5.

Resolving conflict: groups

8.7.2.6.

Trust, cohesiveness and purpose

8.7.3. Six thinking hats

8.8.Knowing yourself: psychometric tests

8.8.1. MBTI
8.8.2. Five factor model
8.8.3. 16PF

8. Chapter 8. Working with the client

9.1.Consultant - client engagement for project implementation
9.2.Benchmarking project progression
9.3.Understanding the roles of client team members
9.4.Relationship with the client during the project
9.5.The desire for change by the client organization
9.5.1. Stage 1: Establishing a sense of urgency
9.5.2. Stage 2: Creating a powerful coalition
9.5.3. Stage 3: Developing a vision
9.5.4. Stage 4: Communicating the change vision
9.5.5. Stage 5: Empowering employees to act on the vision
9.5.6. Stage 6: Generating short-term wins
9.5.7. Stage 7: Consolidating improvements and producing more change
9.5.8. Stage 8: Anchoring new approaches in the culture
9.5.9. Why do firms fail with change programme?

9.6.Change-enhancing interactions by the consultant

9.7.Overcoming resistance
9.7.1. Understanding resistance

9.8.Types of project shock

9.8.1. Changes in client's interests
9.8.2. Changes in client's business situation
9.8.3. Cuts in expenditure
9.8.4. Loss of key people
9.8.5. Misinterpretation of information

9.9.Responding to project shocks

9.9.1. Be prepared

9.9.2. Avoid panic

9.9.3. Refer back to aims and objectives
9.9.4. Evaluate resource implication
9.9.5. Modify plans
9.9.6. Communicate

9. Chapter 9. Creative approaches for developing solutions

10.1.

How to use analysis to develop solutions

10.1.1. Categorization
10.1.2. Classification
10.1.3. Numerical analysis
10.1.4. Association
10.1.5. Correlation
10.1.6. Causation

10.2.

Mind mapping

10.3.

Brainstorming

10.4.

Seven basic tools

10.4.1. Flowcharts
10.4.2. Checklists
10.4.3. Pareto analysis
10.4.4. Cause and effect
10.4.5. Histograms
10.4.6. Scatter diagrams
10.4.7. Control charts

10.5.

Seven new management tools

10.5.1. Affinity diagrams

10.5.2. Interrelationship digraph
10.5.3. Tree diagram
10.5.4. Matrix diagram
10.5.5. Prioritization matrices
10.5.6. Process decision programme chart
10.5.7. Activity network diagram

10.6.

Other analysis methods

10.6.1. Features analysis

10.6.1.1.

Prioritising

10.6.1.2.

Modifying

10.6.1.3.

Blending

10.6.2. Forcefield analysis

10.

Chapter 10. Decision-making in the client context

11.1.

Decision-making in organizations

11.2.

Types of management decision-making roles

11.2.1. The entrepreneurial

11.2.2. The disturbance handler
11.2.3. The resource allocator
11.2.4. The negotiator

11.3.

The decision-making unit

11.3.1. The decision-maker

11.3.2. The authorizer
11.3.3. Information providers
11.3.4. The resource provider
11.3.5. Influencers
11.3.6. Implementers
11.3.7. Gatekeepers

11.4.

The dimensions of a decision

11.4.1. The significance of the decision

11.4.2. Who is involved in the decision?
11.4.3. How the decision is justified
11.4.4. How the decision is communicated

11.5.

Decision-making style and influence

11.6.

Organizational orientation

11.6.1. The production orientation

11.6.2. The sales orientation
11.6.3. The marketing orientation

11.7.

Organizational culture

11.7.1. The power culture

11.7.2. The role culture
11.7.3. The task culture
11.7.4. The person culture

11.8.

Strategy processes

11.8.1. The entrepreneurial mode

11.8.2. The adaptive mode
11.8.3. The planning mode

11.9.

Strategy development processes

11.9.1. Goal orientation

11.9.2. Process orientation
11.9.3. Logical incrementalism
11.9.4. Guided learning
11.9.5. Rational planning
11.9.6. Emergent strategy

11.10.

External influences on organizational decision-making

11.11.

The naturalistic decision-making approach

11.
12.1.

Chapter 11. Managing the project

Individual roles for team members

12.1.1. A team coordinator and leader

12.1.2. A client contact
12.1.3. An information gatherer or researcher
12.1.4. An information analyst
12.1.5. A report writer
12.1.6. A report presenter
12.1.7. A team coach

12.2.

Setting a timetable and critical path analysis

12.3.

Project budgeting

12.4.

Organizing meetings

12.4.1. The meeting's objectives

12.4.2. Is the meeting really necessary?
12.4.3. Consider who needs to be present at the meeting
12.4.4. Plan ahead
12.4.5. Consider what information will be needed at the meeting
12.4.6. Prepare an agenda for the meeting
12.4.7. Plan the venue
12.4.8. Maintain focus on the key issues
12.4.9. Involve everybody

12.5.

Organizing workshops

12.6.
The importance of time management and effective time
management
12.6.1. Be aware of time
12.6.2. Prioritize tasks
12.6.3. Anticipate tasks

12.6.4. Avoid putting off jobs

12.6.5. Break down tasks
12.6.6. Ensure deadlines are understood
12.6.7. Be prepared
12.6.8. Support others with time management

12.7.

Time management systems and dealing with slippage

12.7.1. One-page plans

12.7.2. Tasks-to-do list
12.7.3. Job cards
12.7.4. The project log
12.7.5. Dealing with slippage

12.8.

The function of the project log

12.8.1. It aids project planning activities

12.8.2. It provides a summary of information collected
12.8.3. It provides a secure location for notes taken when communicating
12.8.4. It provides a forum for analysis
12.8.5. It encourages reflection on the consulting experience
12.8.6. It acts as a permanent record of the consulting exercise
12.8.7. It provides a long-term learning resource

12.9.

What to include in the project log and suggested formats