Problem Defining & The Consulting/Intervention Process

Problem Defining & The Consulting/Intervention Process

Calif Manage Rev. 1979 Spring;21(3):26-33.Kilmann R, Mitroff I.

Intervention theory¹ and the consulting process² have developed to provide more effective methods by which organizational change is conducted.  These methods have emerged in order to operationalize a theory of changing rather than a theory of change.  The latter is what Bennis³ found to be the focus of most discussions on organizational growth and change; yet a theory of changing is needed to create planned change in organizations and not just to explain natural change after the fact.⁴

An Approach to Solving People Problems

INTRODUCTION

People problems are very varied; they can also be complex.  There is no all-embracing theory for
understanding them and no magical formulas guaranteed to solve them.  The problem-solver, where people problems are  concerned, must be an experimenter.  There are, however, a few guidelines which, if observed, will help to  save the problem-solver from wasting time and effort on ultimately unprofitable activities.

Vision: The Guidance System for Partnering

Introduction

Developing successful partnerships can only be accomplished if there is a strong and shared sense of vision.  It is the cornerstone, and launching point for successful partnering efforts.

Visioning in a partnership if different form other uses of the word.  It is much more than a defined set of shared goals and aspirations.  It exists to offer a tangible guidance system  which provides direction to both parties and helps them carry out their larger goals.  Such a system enables partnerships to overcome obstacles and achieve results.  When they lack vision they tend to drift around, or fall apart.

Managing Change for Competitive Success – Questionnaire

This interview structure is designed to help interviewees talk about their principles and core values about leading which guide their behavior at work.  In each section, interviewees are asked about their proposals for change and how they should be implemented and then asking why they feel implementing such proposals are necessary.  It is this “why” question which is the most important.  It is the answers to these “why” questions that particularly should allow comparisons between each interviewee’s guiding principles and values of leading, in specific situations.  It should then help us decide how we are going to develop a coherent sales strategy by understanding what people mean by:

•  “building a rich, engaging purpose”
•  “creating more effective management processes”
• “developing their capabilities and broadening the way they look at the world of work”

Leading in Complexity – Discussion Starter

Introduction

This discussion starter gets leaders thinking about leadership and help them  move toward consensus before starting a major change initiative. (For more in-depth discussion please go to the Leading in Complexity Blog Series).

A critical issue is helping the team to “walk through” the range of relations they will meet managing change, dealing with the practicalities and intricacies
of people, departments, factions and geographies.

A large part of the task is not just ensuring leaders understand their change environment but  that the organization can continue to learn and act on over time.

Key Account Management Series: Getting Over Quote & Hope – Team Exercise

In one of my clients in the food engineering sector, I estimated that only 1:12 quotes were successful.  What are the implications of this situation, apart from not making your “Nut”?

• Effort devoted to lost causes
• Good opportunities starved of resources at the right time
• Internal relationships between sales engineer and other suppliers
•  Damaged Sales credibility due to poor forecasting
•  And??????

 A Test

So, here’s a test. At your next Sales Meeting checkout to see if people are on the same page. You might use different terminology but the principle is the same. Can you get your people and those that support them “on the same page”. Here’s some definitions to check out with them.

Key Account Management Series: Hicks Negotiation Model – Still valid today?

Introduction

This model is a tool for summarizing the planning process before negotiations commencing and plotting progress towards agreement during the negotiation. Basic assumptions are that:

• Every negotiating issue is quantifiable in terms of money even where a purely subjective judgement is used as to an issues worth.
• All negotiations take place over time and that there are deadlines for both parties to reach agreement.
• Both negotiating parties are looking for compromise to a lesser or greater degree,  i.e.  a process  of coming to agreement over allocating scarce resources.
• Both parties are maximizing e.g.  buyers want the lowest price  and sellers want to sell at the highest price possible.

At this point we can build a model using the example of a buyer and seller.

Effective Communication & Perception – Why is this so difficult?

INTRODUCTION

Accurate communication can be defined as

“an idea transplant from one mind to another”.

Unfortunately, between two minds there is often a breeding environment for misunderstanding and distortion. It’s where phraes like  “I don’t think we are on the same page”

 originates.  Many factors influence such distortions.  These include:

• style and structure of the communication
• social climate between the sender and recipient of a message,
• integration of the message with other experience and learning
• motivation of the recipient to listen.

Presenting a Persuasive Case – How do you sell an idea?

INTRODUCTION

A frequent and often crucial situation in management today is one in which one person is seeking to persuade another to accept proposals for change.  This situation commonly occurs when a subordinate presents a case to his or her boss.

 Unfortunately, people usually spend a great deal more time and effort in collecting supporting facts and figures than in planning for the face-to-face interaction on which the success of the whole exercise usually depends.  Careful consideration of interactive strategy at the planning stage can both assist in the selection of effective arguments and result in more persuasive interactions.

Feature Dumping

This discussion of the issues involved concentrates on persuasion in the boss-subordinate context; but the principles considered apply equally well to any situation in which one person is seeking to gain the co-operation or the consent of another.