The document discusses process consulting as an approach used by organizational development consultants. It describes process consulting as [1] observing individuals and teams without directing solutions, instead asking questions and providing resources to help teams diagnose and solve their own problems, with the goal of making them self-managed. It then [2] outlines how process consultants can target specific group processes like communication, decision-making, and leadership to address challenges like information overload or conflict. Finally, it [3] provides examples of process intervention skills consultants can use, such as clarifying, probing, and reflecting feelings, as well as the typical sequence of setting agendas, providing feedback, and structural suggestions to support group functioning.
The document discusses process consulting as an approach used by organizational development consultants. It describes process consulting as [1] observing individuals and teams without directing solutions, instead asking questions and providing resources to help teams diagnose and solve their own problems, with the goal of making them self-managed. It then [2] outlines how process consultants can target specific group processes like communication, decision-making, and leadership to address challenges like information overload or conflict. Finally, it [3] provides examples of process intervention skills consultants can use, such as clarifying, probing, and reflecting feelings, as well as the typical sequence of setting agendas, providing feedback, and structural suggestions to support group functioning.
The document discusses process consulting as an approach used by organizational development consultants. It describes process consulting as [1] observing individuals and teams without directing solutions, instead asking questions and providing resources to help teams diagnose and solve their own problems, with the goal of making them self-managed. It then [2] outlines how process consultants can target specific group processes like communication, decision-making, and leadership to address challenges like information overload or conflict. Finally, it [3] provides examples of process intervention skills consultants can use, such as clarifying, probing, and reflecting feelings, as well as the typical sequence of setting agendas, providing feedback, and structural suggestions to support group functioning.
The document discusses process consulting as an approach used by organizational development consultants. It describes process consulting as [1] observing individuals and teams without directing solutions, instead asking questions and providing resources to help teams diagnose and solve their own problems, with the goal of making them self-managed. It then [2] outlines how process consultants can target specific group processes like communication, decision-making, and leadership to address challenges like information overload or conflict. Finally, it [3] provides examples of process intervention skills consultants can use, such as clarifying, probing, and reflecting feelings, as well as the typical sequence of setting agendas, providing feedback, and structural suggestions to support group functioning.
Ranjeet Nambudiri Indian Institute of Management, Indore
7/28/2022 1 The Disney World model
• Managers spend 70-80% of their time in operating areas, working frontline shifts in peak hours
• Observe and gather first hand information
• Share the information with ‘frontline cast’
– Those who have direct interaction with guests
• Build a sense of ownership of ‘issues’
• Frontline cast use the information to enhance guest experience
• Areas where guest satisfaction ratings are the highest – cast members have rated their managers as ‘outstanding’ in KSAs like listening, and coaching
7/28/2022 2 Process Consulting – Role of the OD Consultant
• Team / Group level intervention
• Change agent / ODC (Process Consultant) practicing process consulting – Observes individuals and teams – Gives feedback on HOW (and not WHAT) – Helps them learn to diagnose and solve their own problems – Refrains from solving the problem, instead • Asks questions • Focuses attention (brings group back to point if tangential) • Provides resources and • Listens • Expected Result – teams become independent (self-managed)
01/23/2021 3 Process Consulting – utility
• Process consulting in team development (problem solving capacities)
• Conflict resolution – using Group maintenance functions
• In Leadership roles – helps look at team members as clients (Schein)
7/28/2022 4 Group Processes – targeted by Process Consulting
• Communication: Patterns of interaction
• Decision making / problem solving : Consensus seeking behavior of
group and members
• Norms / Culture: Shared values (e.g, Action Co)
• Leadership / Roles: The influential / the opposition
7/28/2022 5 Group Processes – Some challenges (Problems)
• Information asymmetry
• Information overload ODC / Process Consultant role :
Elaborating Encouraging Seeking recognition Summarizing Gatekeeping Pleading for special interest
Testing for consensus Following
Paraphrasing
7/28/2022 7 Group process issues – Possible actions of the Process Consultant
ODC - Task Behavior
Information overload Synthesize / Summarize
Incomplete (Lack of) Information Probe / Question - Initiate
Incomplete idea evaluation Clarify / Suggest
Peripheral analysis Probe / seek clarification
Information Asymmetry Seek clarification
ODC - Maintenance Behavior
Conflict Compromise / Harmonizing
Low participation Model / Encourage
8 Process Consulting – process intervention behaviors / skills
• Clarifying and summarizing – resolving misunderstandings in what members
are saying by providing a summary of the major points – E.g., “If I understand ….. this is what you meant….is it correct?”
• Synthesizing and generalizing – putting several points and ideas together into a common theme. Taking the ideas or feelings of one person and attaching them to the entire group (am I right in assuming that the rest of you share…..)
• Probing and questioning – seeking additional information and asking questions
when the group needs additional information – I am not sure that everyone understands what you meant – could you explain?
7/28/2022 9 Process Consulting – process intervention skills
• Listening – communicating non-verbally that one is listening through eye
contact, nods and body language. Hearing the entire message even feelings – Body language cues
• Reflecting feelings – communicating back to the speaker the feeling part of the message has been heard – “ From the looks on your faces it seems most of you have not understood what …… was trying to say? – “Am I correct in assuming that you are not in agreement with the point we just discussed” • Coaching and counseling • Modeling – Observing someone else do it and encourage others to follow
7/28/2022 10 Process Consulting – Sequence
• Setting the agenda – setting aside time when process issues will be addressed – Questions which direct attention to processes within the group – Meeting time devoted to process / interpersonal issues within the group
• Feeding back information – feedback to members of the group (and
individuals within the group)
• Providing support, coaching and counseling – giving assistance to the groups
or an individual on behaviors that can improve group functioning
• Structural suggestions – providing suggestions pertaining to group
membership, communication patterns, allocation of work and line of authority
7/28/2022 11 Evaluating the process consulting approach
+ _ Clients take “ownership” of the problem Assumes high degree of “client readiness” Solution is “customised” to the client and Could be time consuming is not “packaged” (since it comes from within the client system) Builds capacity for self-renewal Risk of incomplete or incorrect diagnosis Greater acceptance of problem and Actionable / Solution ? solution by the client members
7/28/2022 12 7/28/2022 13 7/28/2022 14 Expert consulting OR process consulting?
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