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Consulting Models Chart

The document outlines three models of consulting: 1) Purchase of Information or Expertise - The client defines the problem and solution which the consultant implements. The solution is embodied in the consultant's work and any client learning. 2) Process Consultation - The client and consultant jointly define the problem and solution. The consultant works with the client to find a mutually agreed upon solution. The solution relies on client learning and ability to sustain it. 3) Doctor-Patient - The consultant defines both the problem and solution which the client implements. The solution relies on the client sustaining it through hiring the consultant again if needed.

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tahniyatrashid
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163 views

Consulting Models Chart

The document outlines three models of consulting: 1) Purchase of Information or Expertise - The client defines the problem and solution which the consultant implements. The solution is embodied in the consultant's work and any client learning. 2) Process Consultation - The client and consultant jointly define the problem and solution. The consultant works with the client to find a mutually agreed upon solution. The solution relies on client learning and ability to sustain it. 3) Doctor-Patient - The consultant defines both the problem and solution which the client implements. The solution relies on the client sustaining it through hiring the consultant again if needed.

Uploaded by

tahniyatrashid
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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A SSUM PTI ONS / P RE MISES U ND ERL YING D IFFE RENT M ODEL S

Purchase of Information or Expertise The client Doctor-Patient The client presents symptoms of the problem, but the doctor must go beyond the clients described symptoms to gather a deeper understanding of the problem. The consultant (doctor). The consultant (e.g surgery), or the consultant directs the client to (e.g. take medicine) The client may learn to sustain the solution (e.g. if just taking medicine), or it may be necessary to hire the consultant again. Embodied in the solution and any learning the client has done. High

OF

C O NS UL TING

Process Consultation The client sometimes presents symptoms of the problem, but more often presents a possible solution from which the underlying problem must be investigated. Getting to the real problem is a joint effort of the consultant and the client. The consultant works with the client to arrive at a mutually understood solution. The client and consultant in partnership. The client desires to (or because of limited resources, must) sustain the solution. Primarily in the learning by the client and their ability to use and maintain the solution. But also in the solution itself. Highest

Who defines the problem

Who defines the solution Who implements the solution How is the solution sustained? How is capacity increased What is the level of interaction between the client and consultant In what situation is model appropriately applied?

Mostly the client The consultant The client has the resources to sustain the solution, often including hiring the consultant if the need again occurs. Embodied in the solution.

Medium

Appropriate only when clients can determine their needs correctly, have correctly identified consultant capabilities, can communicate their needs to the consultant, and can support (or can pay to support) the outcomes once the initial consultancy is over.

Appropriate only when the client is experiencing clear symptoms, knows where the sick areas is, is willing to allow the consultant to intervene in the organizations systems, and is willing to become dependent on the consultant for both diagnosis and implementation

Appropriate when the client can and wants to learn, desiring to take greater control and responsibility for understanding problems as well as designing and implementing solutions. Appropriate when the client is motivated to work on improvements on an ongoing basis and wants to develop greater capacity to do it within their own organization.

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