Consulting Process Models

Project Complexity and Consulting Competence

Systemic Loop
Systemic
(Königswieser & Consulting
Hillebrand)
Process Know-how

Process
Consulting Process (Lippitt & Lippitt) / Moderation
Flawless Consulting (Block)

Problem Solving
Problem Solving Model (Schein)

Simple Projects More Complex Projects Large-scale OD Projects

Complexity
A Model of the stages of Problem Solving (Schein)
Two cycles of activity
4
The fist cycle consists of:
Action Planning
1. Problem formulation
2. Producing proposals for solution
1 3. Forecasting the consequences of
Problem solutions proposed or testing
Formulation solutions and evaluating them
conceptually before taking action

The second cycle involves:

Felt 2 4. Action planning
Need Producing
5. Action steps; and
3 Proposals
for Solution 6. Evaluation of outcomes; often
6 Forecasting 5 leading back into the fist cycle of
Evaluating consequences, tes Taking
ting proposals problem identification
Outcomes Action
Steps

Schein, E. H. (1988). Process Consultation. Vol. 1 (Rev. Ed.). Reading, Ma.: Addison-Wesley.
 The Consulting Process (Lippitt & Lippitt)
Work Focus 1
Making First Contact
1. The potential client
2. The potential
consultant
3. A third party
Work Focus 2
Helping Identify & Clarify
the need for change (process
of exploration)
Work Focus 3
Exploring the readiness for
change effort:
Consultant explores time,
energy, commitment of client
system
Client explores capability,
sensitivity, credibility of the
potential consultant
Work Focus 4
Exploring the potential for
working together:
Consultant may propose a
period of testing for
compatibility before making
mutual commitments for
long-term working
relationship
Lippitt, G., & Lippitt, R. (1986). The consulting process in action (2nd ed.). San Diego, CA: Pfeiffer & Company
Work Focus 5 Work Focus 8 Work Focus 9 Work Focus 11 Work Focus 14
Identifying desired Using force-field Projecting Goals Taking successful Designing continuity
outcomes diagnosis: To set meaningful action: supports:
To achieve a wider Identify the forces that goals, both the Helping people develop Develop a plan for a
perspective on possible impede movement to the consultant and the client the skills necessary to continuing review of
goals and desirable current goals and forces must have a clear increase their chances of events, including a wide
outcomes that facilitate such picture of a preferred achieving success in the circle of personnel from
movement and feasible future actions they take the client system
Support celebrations of
small successes
Work Focus 6 Work Focus 10
Determining who Planning for action Work Focus 15
should do what and involvement Establishing termination
Determine who the Work Focus 12 plans:
Devise a sequence of
client system is Evaluating and guiding Training an insider to
steps towards each
Determine if there is a feedback: take over the functions
goal (identifying
difference between the Elicit feedback about initiated
specifically what
client system and the progress and involve Termination celebration
should be done)
office who pays the necessary people in the for the final product of a
bills assessment of this collaborative effort
feedback Periodic maintenance
plan
Work Focus 7
Work Focus 13
Clarifying time
Revising action and
perspective and
mobilizing additional
accountability
resources:
Agreement about
Use feedback to re-
milestones at which
examine goals, revise
progress of the
action strategies, etc.
working relationship
will be reviewed
 Flawless Consulting (Block)

Phase 1. Entry and Contracting

Matching Wants and Offers

Phase 2. Discovery and Dialogue

Symptom or underlying problem

Phase 3. Feedback and Decision to Act

the report and presentation

Phase 4. Engagement and Implementation

the main events

Phase 5. Extension, Recycle, or Termination

Block, P. H. 2000. Flawless consulting (2nd ed.) San Francisco: Jossey-Bass/Pfeiffer.

The Systemic Process Consulting Loop
(Königswieser & Hillebrand)

Königswieser, R., Hillebrand, M. (2005): Systemic Consultancy in Organizations. Concepts – Tools – Innovations. Heidelberg: Carl-Auer.
Consultant Roles
Eight Roles of a Consultant (Lippitt & Lippitt)
1. Objective Observer. In this role the consultant does not express personal beliefs or ideas and does not assume responsibility for
the work or the result of that work. Instead, the consultant observes the client’s behavior and provides feedback; the client
alone is responsible for the direction that is ultimately chosen.
2. Process Counselor. This role consists of observing the client’s problem-solving processes and offering suggestions for
improvement. The consultant and the client jointly diagnose the client’s process, and the consultant assists the client in
acquiring whatever skills are necessary to continue diagnosing the process.
3. Fact Finder. In this role the consultant serves as a researcher, collecting and interpreting information in areas of importance to
the client. Fact finding enables the consultant to develop an understanding of the client’s processes and performance; as a result
of the insights gained, the consultant and the client can evaluate the effectiveness of a change process in terms of solving the
client’s problem.
4. Identifier of Alternatives and Linker to Resources. The consultant identifies alternative solutions to a problem; establishes
criteria for evaluating each alternative; determines the likely consequences of each alternative; and then links the client with
resources that may be able to help in solving the problem. However, the consultant does not assist in selecting the final
solution.
5. Joint Problem Solver. The consultant works actively with the client to identify and solve the problem at hand, often taking a
major role in defining the results. The consultant also may act as a third-party mediator when conflict arises during the
problem-solving process.
6. Trainer/Educator. The consultant provides instruction, information, or other kinds of directed learning opportunities for the
client. As a trainer/educator, the consultant must be able to assess training needs, write learning objectives, design learning
experiences and educational events, employ a range of educational techniques and media, and function as a group facilitator.
7. Information Specialist. The consultant serves as content expert for the client, often defining “right” and “wrong” approaches
to a problem. The client is primarily responsible for defining the problem and the objectives of the consultation, and the
consultant plays a directive role until the client is comfortable with the approach that has been recommended.
8. Advocate. The consultant consciously strives to have the client move in a direction desired by the consultant. In the most
directive of the eight roles, the consultant uses power and influence to impose his or her ideas and values about either content
or process issues. As a content advocate, the consultant tries to influence the client’s choice of goals and means; as a process
advocate, the consultant tries to influence the methodology underlying the client’s problem-solving behavior.

Lippitt, G., & Lippitt, R. (1986). The consulting process in action (2nd ed.). San Diego, CA: Pfeiffer & Company
Three Roles of a Consultant (Schein)
1. Expert Role.
 The manager elects to play an inactive role
 Decisions on how to proceed are made by the consultant, on the basis of his or her expert judgment
 Information needed for problem analysis is gathered by the consultant
 Technical control rests with the consultant
 Collaboration is not required
 Two-way communication is limited
 The consultant plans and implements the main events
 The manager’s role is to judge and evaluate after the fact
 The consultant’s goal is to solve the immediate problem
2. Pair-of-Hands Role.
 The consultant takes a passive role
 Decisions on how to proceed are made by the manager
 The manager selects methods for data collection and analysis
 Control rests with the manager
 Collaboration is not really necessary
 Two-way communication is limited
 The manager specifies change procedures for the consultant to implement
 The manager’s role is to judge and evaluate from a close distance
 The consultant’s goal is to make the system more effective by the application of specialized knowledge
3. Collaborative Role.
 The consultant and the manager work to become interdependent
 Decision making is bilateral
 Data collection and analysis are joint efforts
 Control issues become matters for discussion and negotiation
 Control issues become matters for discussion and negotiation
 Communication is two-way
 Implementation responsibilities are determined by discussion and agreement
 The consultant’s goal is to solve problems so they stay solved