Introduction
Organizations and individuals face intense pressure originating from the contemporary accelerating rate of change. Some changes arise from technological, legal, and customer attitudes. The nature of change varies from one organization to another (Sharma, 2007). Despite this aspect, organizational managers are not only required to be adaptive and flexible in their managerial roles, but also they should have the capacity to diagnose potential organizational problems and implement the requisite change. The high rate of change requires organizations to formulate effective ways to manage the change.
Organizational development is one of the approaches that firms can adopt in responding to change. Singh (2005) asserts that organization development comprises the process of promoting an organization’s growth. This goal can be attained by adopting effective change management practices. In a bid to improve the adoption of change in firms, organizational leaders may consult industry experts. This paper evaluates the various assumptions and elements that consultants should focus on in delivering their services.
Key assumptions about organization, change, and consulting
One of the core assumptions about change is based on the evolutionary theory, which affirms that change is an evolving process. Moreover, the theory argues that organizational change progresses through a continuing cycle that varies depending on the prevailing resources. According to the evolutionally theory, change originates from environmental influences.
For example, organizations are focusing on exploiting scarce resources. This assumption is imperative in organizational change and to consultancy because it enables consultants to adopt a wider view of possible issues that might arise during the change process. Subsequently, the likelihood of integrating the emergent issues in planning organizational change improves significantly.
Secondly, organizational change occurs through a cumulative process that is comprised of a sequence of stages. The gains made during the initial phases of change are retained in the later stages. During the change process, significant changes on various organizational aspects such as the organizational structure, functions, and form are adjusted accordingly. However, it is critical for organizations to retain their identity throughout the change process. This assumption is based on the lifecycle theory of change, which is comprised of five main stages. Sharma (2007) cites these stages as the “creativity, direction, delegation, coordination, and collaboration phases” (p. 13).
The creativity phase is the first stage while the direction phase demands the organizational stakeholders to be highly focused in order to attain the goal. The delegation phase refers to the organization phase while the coordination phase involves differentiation of organizational functions. Alternatively, Mahapatra and Pattanaik (2009) identify these stages as the birth, growth, maturity, and decline phases. However, one of the most important elements in the implementation of these phases is the human capital. This assumption of organizational change as a cumulative process underscores the importance of consultants developing synergy within the proposed change steps.
Consequently, a consultant should view an organization as a system whose success depends on the interaction amongst the various change phases. Thus, consultants should perceive organizations as complex entities. This aspect increases the consultant’s capacity to predict and plan on the best strategies to adopt in implementing change. Subsequently, the probability of implementing the most favorable intervention increases significantly. According to the Gestalt theory, consultants should acknowledge organizations as “organized, interconnected, interdependent, and interactive entities” (Kubr, 2007, p. 127).
Furthermore, Hellriegel and Slocum (2011) affirm that organizational structures “are hegemonic, which are based in and reproduce particular power relations between groups” (p. 366). Adopting this view enables a consultant to ascertain the cause-effect relationship, hence increasing the probability of successful change implementation. As a consultant, I would assume that all phenomena and events are meaningful only if they are assessed within their context. This assumption will play a fundamental role in my consultancy because it is possible to evaluate the present situation and develop the possible course of action. Thus, adopting system view assumption will play an essential role (Kubr, 2007, p. 127).
Another core assumption about organizational change is that the change process might lead to conflict amongst the various social groups due to the existence of divergent opinions. This assumption is supported by the dialectical theory, which assumes that change originates from the collision of opposing forces (Mahapatra & Pattanaik, 2009).
Consulting experience
Scenario and learning about consultation
During one of the in-class consulting project, our team [Team 3] had an opportunity to provide consultancy services to Team 1, which was experiencing internal issues that hindered its progress. This scenario led to a better understanding on the importance of integrating the various steps during the consultation process as illustrated here in.
Entry phase
During the initial phase of consultation, a number of issues were considered as evaluated below. In order to provide the assistance, Team 3 undertook a comprehensive evaluation of the issues faced by team 1. One of the issues identified entailed lack of buy-in and participation by some of the team members. Additionally, there were conflicts amongst some of the team members.
The analysis of the problem faced has increased my appreciation on the importance of developing ample understanding of the prevailing situations before offering the consultancy services. This understanding forms the foundation of exploring the needs. During this phase, it is imperative for the consultant to ensure that the party seeking the assistance is involved in exploring the needs. Dougherty (2014) affirms that it is imperative for consultants to avoid moving quickly into the planning phase during the early stages of entry into consultation.
In the quest to assist Team 1, Team 3 formulated a formal contract that outlined the consultancy relationship that was to be established between the two teams. The first element entailed the declaration of the desired help by the consulting team. Moreover, the contract also outlined the client’s expectation, which involved the establishment of a sense of direction and unity amongst the team members.
The contract outlined the consultant’s role, which aligned with the client’s expectations. Furthermore, the contract outlined the two teams’ commitment to complete the consultancy process within a specific period. This element highlighted the importance of adopting a collaborative effort between the two parties involved during the consulting process. Additionally, it is also essential for parties involved in the consultancy process to state the reporting relationships.
Physical and psychological involvement
After the formalization of the contract, Team 3 became actively involved in Team 1 activities. This goal was attained through participating in Team 1’s activities. The objective of working collaboratively was to establish a strong relationship between the two teams’ members and develop an understanding of the issues faced in Team 1. Therefore, consultants should establish a physical and psychological relationship with the client.
Diagnosis
Team 3 interviewed some of Team 1 members. The two teams collaborated in planning the interventions, implementation process, evaluation, and closure sessions. During these sessions, Team 3 provided the requisite support. This step increased my appreciation on the importance of effective diagnosis during the consultation process. From the scenario, it is vital for a consultant to adopt effective data gathering methods, define the problem, and set the goal.
In this case, goal refers to the desired outcome of the consultation process. Goal setting should adopt the SMART technique, which means that the goals must be “specific, measurable, attainable, realistic, and time bound” (Sharma, 2007, p. 112). Furthermore, it is fundamental for the consultant to determine possible obstacles that might limit the attainment of the formulated goals.
The diagnosis stage also enables the consultant to formulate possible interventions that can be integrated when dealing with the problem at hand. The process of generating possible interventions should be undertaken collaboratively between the consultant and the client. In order to attain this requirement, the two teams held collaborative sessions that enabled Team 3 to identify different possible causes of action.
Implementation and consultation disengagement
This stage involves implementing the proposed interventions in order to solve the problems. Team 1 asserted its commitment to implement the issues proposed by Team 3 in order to attain the desired objective of working collaboratively as one team. Additionally, Team 1 resolved to work collaboratively in order to position itself as a model for constructive cooperative work of the two teams over the next two weeks. After the completion of the consultation process, Team 3 disengaged from the process in order to provide Team 1 with an opportunity to implement the proposed interventions. This goal was attained by reducing the level of involvement and finally terminating the process. The termination process was undertaken professionally in an effort to sustain the relationship between the two teams.
Personal values and their impact on consulting role
In my pursuit for a career in consultancy, I have developed a number of values that I perceive will influence my career significantly. One of the basic roles that I have developed relates to the process role. This role describes a consultant as an agent of change (Kubr, 2007). Currently, I am a well-established labor activist and a leader. Subsequently, I will be in a position to assist my clients to solve the problems faced by highlighting the challenges in the organizational processes and the likely consequences. Furthermore, I will be in a position to propose the interventions that the client should adopt in order to implement change successfully.
Additionally, my passion in every task that I undertake will enhance the likelihood of assisting clients through the change process. Furthermore, my strong sense of fairness and value for equity will play an essential role in nurturing a collaborative consultancy relationship. The inclusion of all stakeholders will increase the likelihood of dealing with possible obstacles during the implementation process.
As the consultant, I will be in a position to develop an extensive understanding of possible human issues that might arise. Subsequently, I establish a high level of collaboration with the consulting party, hence increasing the likelihood of formulating effective interventions. Kubr (2007) affirms that the process consultant “mainly suggests how to change and helps the client to go through the change process” (p. 65).
Consulting style
Over the years, I have developed a number of human resource management skills. One of these skills entails teamwork, which has improved my collaborative capability with different individuals irrespective of their diversity. Additionally, I have developed optimal transformational leadership skills. The pursuit for these skills has arisen from the recognition of the importance of successful implementation of change in fostering organizational excellence. One of the core aspects in my transformational leadership entails ensuring inclusion amongst the relevant stakeholders in the change process.
These characteristics will play an essential role in enhancing my participative and process consulting approach. First, adopting the participative style will improve the likelihood of effective diagnosis of the issues faced by the client, as I will be in a position to gather the opinion and views of subordinates, hence developing an extensive understanding of the issue faced. Moreover, the participative approach will improve my capacity to establish an effective consulting environment.
However, some clients might not appreciate the teamwork approach, hence limiting their participation (Kubr, 2007). Therefore, the probability of gathering sufficient data might be affected adversely. Additionally, a substantial amount of time is required in the process of gathering data and formulating interventions through the participative style. Therefore, the integration of teamwork may extensively limit the completion of the consulting process within the desired timeframe.
Evaluation of consulting competencies developed
As a human resource management student, I have developed a number of consulting competencies that will be of great significance in my career. One of the competencies relates to the evaluation of the consulting situation in order to determine the problem faced by the client. This competency has been enhanced by the appreciation of the importance of adopting an inclusive approach in identifying the clients’ needs.
Subsequently, I am in a position to establish a high level of collaboration by listening and appreciating the clients’ concerns. This competency will improve my capability to design an effective consultation contract due to the inclusion of the varied opinions (Cummings & Worley, 2014). Moreover, I am in a position to formulate relevant interventions that clients can adopt in addressing their problems.
Another consulting competency that I have developed relates to knowledge sharing. In a bid to be successful in the consultancy field, it is imperative for the consultant to establish an effective feedback mechanism. The feedback mechanism should facilitate exchange of ideas and information, which promotes the chances of formulating an effective intervention due to the high level of engagement. Thomas, Zolin, and Hartman (2009) suggest that the feedback mechanism leads to the generation of varied opinions. However, my competency in filtering ideas and identifying gaps will improve the ability to provide direction and focus during the consultation process.
Application of the learned competencies
The changes that have been witnessed over the past decades and the subsequent organizational transformations that have been undertaken indicate that organizations cannot cushion themselves against the impacts of change. Therefore, organizations are obligated to adjust their operations accordingly. Through the knowledge and skills gained in this course, I will be in a position to apply the learnt consulting competencies in different areas. One of these areas relates to assisting organizations to implement their merger processes. Currently, organizations are gradually adopting mergers and acquisitions as their growth strategy. This trend has arisen from the need to stimulate the rate of growth. Despite this aspect, numerous cases of failures in mergers and acquisition have been documented.
According to Denison, Adkins, and Guidroz (2011), one of the major causes of failures in mergers entails the lack of effective cultural integration. As a human resource management consultant, I will advice my clients on the significance of considering culture as one of the core elements during the merger process. This goal will be attained by advising my clients to evaluate the organizational culture of the firm they intend to acquire. This aspect will aid in comparing the organizational culture of the two firms, hence determining the degree of cultural fit. Depending on the outcome of the cultural analysis, I will be in a position to advise my client on the most effective intervention to adopt. Some of the possible interventions include assimilation or formation of a blended organizational culture.
Conclusion
Organizational change is a fundamental and inevitable element in attaining the desired level of organization development. In some situations, an organization might be required to outsource the services of a consultant. In a bid t be effective in assisting organizations to be successful in implementing change, consultants might consider change as an evolutionary process. Subsequently, it must progress through different phased in order to be integrated effectively in the organization. Additionally, consultants should perceive organizations as a system.
This perception improves the likelihood of integrating the different organizational elements in the process of implementing change. Moreover, it is essential for consultants to develop optimal skills, knowledge, and competencies in order to provide consultancy services successfully. Some of the most important skills relate to collaboration and communication. Collaboration aids in effective identification of the issues faced by the client, while communication ensures that an optimal feedback mechanism is adopted, hence increasing the probability of formulating the most effective interventions.
References
Cummings, T., & Worley, C. (2014). Organization development and change. Stanford, CT: Cengage Learning.
Denison, D., Adkins, B., & Guidroz, A. (2011). Managing cultural integration in cross- border mergers and acquisitions. Advances in Global Leadership, 6 (3), 95-115.
Dougherty, M. (2014). Psychological consultation and collaboration in school and community settings. Belmont, CA: Cengage Learning.
Hellriegel, D., & Slocum, J. (2011). Organizational behavior. Mason, OH: South- Western Cengage.
Kubr, M. (2007). Management consulting: a guide to the profession. Geneva, Switzerland: International Labor Office.
Mahapatra, P., & Pattanaik, S. (2009). Analyzing organizational change; a sense making perspective. New York, NY: Xavier Institute of Management.
Sharma, R. (2007). Change management: Concepts and application. New Delhi, India: Tata McGraw-Hill.
Singh, K. (2005). Organizational change and development. New Jersey, NJ: Excel Books.
Thomas, F., Zolin, R., & Hartman, J. (2009). The central role of communication in developing trust and its effect on employee involvement. Journal of Business Communications, 46 (3), 287-310.