Expert Model Schein (1999) refers to the expert consultant as the “purchase of expertise” or “selling

and telling” (p. 7) model of consulting. This is a common consulting role among information technology
consultants, financial consultants, strategists, supply chain consultants, and others who are hired by
a client specifically for knowledge and expertise in a narrow subject area. An expert consultant is often
hired when an organization does not possess resources internally to complete a project. Expert
consultants are usually hired to solve a specific problem or implement a solution that the client has
chosen. Consequently, expert consultants often enter situations in which clients have already
identified a problem and perhaps may have even chosen a solution to be implemented by the expert.
A client who hires a technology consultant, for example, has already decided that technology is the
problem. Not surprisingly, technology solutions will be the only ones offered by the consultant. The
client hiring an expert consultant has often already framed the problem as a gap in knowledge that
the expert can fulfill. This approach presents several difficulties. Since the consultant’s specialized
knowledge is usually greater than the client’s, supervising the consultant’s work is especially
challenging (Freedman & Zackrison, 2001). As a result, “the client gives away power” and “is
vulnerable to being misled” (Schein, 1999, p. 8). For this model to work effectively, Schein notes that
the client must have already conducted an accurate assessment and clearly defined the problem for
the consultant.

Understanding "Purchase of Expertise" and "Selling and Telling"

The phrases "purchase of expertise" and "selling and telling" are important ideas in consulting,
especially when it comes to hiring experts. Let’s break these concepts down step by step.

 What is "Purchase of Expertise"?

 This phrase means that when a company or organization has a problem, they can hire
someone who knows a lot about that specific problem. This person is called an expert.

 Think of it like going to a store to buy a special tool. If you need to fix something at
home but don’t have the right tool, you go to the store and buy it. Similarly, companies
"buy" the knowledge and skills of experts to solve their problems.

 What is "Selling and Telling"?

 This phrase describes how experts share their knowledge with clients. When an expert
is hired, they often explain what they know and how it can help solve the client’s
problem.

 Imagine a teacher in a classroom. The teacher has knowledge about a subject and tells
the students what they need to know. In the same way, experts "sell" their knowledge
to clients by explaining solutions to problems.

 Why Do Companies Hire Experts?

 Companies may not have the right skills or knowledge within their own team to solve
a specific issue. For example, if a company needs to improve its technology but
doesn’t have tech experts, they will hire a technology consultant.

 This is similar to how a person might hire a plumber if they have a leak in their house.
The homeowner doesn’t know how to fix it, so they hire someone who does.
  The Role of the Expert Consultant:

 Expert consultants are usually brought in when a company already knows what the
problem is. They might have even decided on a solution before hiring the expert.

 For instance, if a business thinks it needs new software, they will hire a software
expert to help implement that software. The expert will then provide guidance on
how to use it effectively.

 Challenges with This Approach:

 One challenge is that the expert often knows much more about the subject than the
client. This can make it hard for the client to supervise or check the expert’s work.

 It’s like a student trying to check the answers of a math teacher. The student may not
understand the math well enough to know if the teacher is correct.

 Power Dynamics:

 When a client hires an expert, they give up some control over the situation. This can
make them vulnerable to being misled if they don’t fully understand the expert’s
advice.

 It’s like trusting a mechanic with your car. If you don’t know much about cars, you
have to trust that the mechanic is giving you the right information.

 Importance of Clear Communication:

 For the relationship between the client and the expert to work well, the client needs
to clearly define the problem and what they want.

 This is similar to giving clear instructions to a chef when ordering food. If you want a
specific dish, you need to explain it well so the chef knows exactly what to make.

In summary, "purchase of expertise" and "selling and telling" are about hiring experts to solve
problems. While this can be very helpful, it also comes with challenges, especially regarding
understanding and control. Clear communication is key to making this relationship successful.

Summary of the Expert Consultant Model

 Definition of Expert Consultant: The expert consultant is characterized by the 'purchase of

expertise' or 'selling and telling' model, as described by Schein (1999). This model is prevalent
among various consulting fields, including information technology, finance, strategy, and
supply chain management. Clients hire these consultants specifically for their specialized
knowledge in a narrow subject area [1] [2].

 Purpose of Hiring: Organizations typically engage expert consultants when they lack the
internal resources to address a specific project or problem. The consultants are brought in to
solve identified issues or to implement solutions that the client has already selected [1] [2].
  Client's Role: Clients often enter into consulting arrangements with a pre-defined problem
and may have already chosen a solution. For instance, a client hiring a technology consultant
has likely concluded that technology is the root of their issue, which limits the scope of
solutions to technology-based ones [1] [2].

 Challenges Faced: This model presents several challenges. Since the consultant typically
possesses more specialized knowledge than the client, it becomes difficult for the client to
supervise the consultant's work effectively. This imbalance can lead to the client relinquishing
control and becoming vulnerable to potential misguidance [1] [2].

 Importance of Accurate Assessment: For the expert consultant model to function effectively,
Schein emphasizes that the client must conduct a thorough assessment and clearly define the
problem before engaging the consultant. This ensures that the consultant's expertise is
aligned with the client's needs and expectations [1] [2].

In summary, the expert consultant model is a widely used approach in consulting, where clients seek
specialized knowledge to address specific problems. However, it requires careful consideration and
clear communication to avoid potential pitfalls associated with power dynamics and misalignment of
expectations.

Examples of Internal Resources in Organizations

 Human Capital: This includes the skills, knowledge, and expertise of the employees within the
organization. If an organization lacks personnel with the necessary expertise in a specific area,
they may seek external consultants to fill that gap. For instance, a company may not have
enough IT specialists to implement a new technology solution, prompting them to hire a
technology consultant .

 Financial Resources: Organizations need sufficient budgetary allocations to undertake

projects. If internal funding is limited or if the project requires a significant investment that
exceeds the available budget, organizations may turn to consultants who can provide the
necessary expertise without the need for extensive internal financial resources .

 Time and Capacity: Internal teams may be overburdened with existing projects and
responsibilities, leaving them with insufficient time to address new challenges. In such cases,
organizations may hire consultants to manage specific projects or problems, allowing internal
teams to focus on their primary responsibilities .

 Technological Resources: Organizations may lack the necessary technology or tools to

effectively address a problem. For example, if a company needs advanced data analytics
capabilities but does not have the software or systems in place, they might engage a
consultant who can provide both the expertise and the technological solutions required .

 Knowledge and Expertise: Sometimes, organizations may not have the specific knowledge
required to tackle a unique problem. For instance, if a company is facing regulatory
compliance issues but lacks legal expertise internally, they may hire a consultant with
specialized knowledge in compliance to guide them through the process .
By understanding these internal resource limitations, organizations can better identify when to
engage expert consultants to effectively address specific projects or problems .

Examples of Consulting Fields Utilizing Specialized Knowledge

 Information Technology (IT): In the IT sector, organizations often hire consultants to

implement new software systems or improve cybersecurity measures. For example, a
company may engage a cybersecurity consultant to assess vulnerabilities and develop a robust
security strategy. This consultant brings specialized knowledge that the internal team may
lack, particularly in the rapidly evolving field of technology .

Information Technology Consulting: Cybersecurity Assessment: Organizations often face

threats from cyberattacks, making cybersecurity a critical area of focus. A company may hire
a cybersecurity consultant to conduct a thorough assessment of its current security measures.
The consultant would analyze existing protocols, identify vulnerabilities, and recommend
improvements. This specialized knowledge is crucial because the internal team may not have
the expertise to recognize all potential threats or implement the latest security technologies.
The consultant's role is to provide tailored solutions that align with the organization's specific
needs and industry standards.

 Finance: Financial consultants are frequently hired to provide expertise in areas such as
investment strategies, tax planning, or risk management. For instance, a business might seek
the help of a financial consultant to optimize its investment portfolio, leveraging the
consultant's specialized knowledge in market trends and financial instruments to achieve
better returns .

Finance Consulting : Investment Strategy Development: In the finance sector, companies

often seek the expertise of financial consultants to develop investment strategies. For
example, a mid-sized company looking to grow its capital may hire a financial consultant to
analyze market trends and recommend investment opportunities. The consultant would
assess the company's financial health, risk tolerance, and long-term goals to create a tailored
investment plan. This specialized knowledge is essential, as the consultant can provide insights
that the company's internal finance team may not possess, particularly regarding complex
financial instruments or e

 Strategy: In strategic consulting, organizations may engage consultants to help with business
planning, market entry strategies, or competitive analysis. A company looking to expand into
a new market might hire a strategy consultant who has in-depth knowledge of that market's
dynamics, enabling the organization to make informed decisions based on expert insights .

Strategy Consulting : Market Entry Strategy: A company looking to expand into a new
geographical market may hire a strategy consultant to develop a comprehensive market entry
strategy. The consultant would conduct market research to analyze the competitive landscape,
customer preferences, and regulatory requirements in the target region. Based on this analysis,
the consultant would recommend the best approach for entering the market, such as forming
partnerships, acquiring local businesses, or establishing a new branch. This strategic guidance is
crucial for minimizing risks and maximizing the chances of success in a new marke
  Supply Chain Management
Companies often face challenges in optimizing their supply chains. A supply chain consultant
can be brought in to analyze logistics, inventory management, and supplier relationships. For
example, a manufacturer may hire a supply chain consultant to streamline operations and
reduce costs, utilizing the consultant's specialized knowledge in supply chain optimization
techniques

Supply Chain Optimization: A manufacturing company may hire a supply chain consultant to optimize
its supply chain processes. The consultant would assess the current supply chain operations, including
procurement, production, and distribution. By identifying inefficiencies and bottlenecks, the
consultant can recommend improvements, such as implementing just-in-time inventory practices or
enhancing supplier relationships. This optimization can lead to reduced costs, improved delivery
times, and increased customer satisfaction.

These examples illustrate how various consulting fields leverage specialized knowledge to address
specific challenges faced by organizations, highlighting the importance of expert consultants in
providing targeted solutions .

Example of Expert Consultant Model in Organizational Change

 Scenario: A large manufacturing company is facing declining productivity and employee

morale due to outdated processes and technology. The management recognizes the need for
organizational change but lacks the internal expertise to implement effective solutions.

 Engagement of Expert Consultant: The company decides to hire an expert consultant

specializing in organizational change and technology integration. This consultant is brought in
to assess the current situation and recommend improvements.

 Client's Predefined Problem: The management has already identified that the root cause of
their issues lies in outdated technology and inefficient processes. They believe that upgrading
their technology will resolve these problems, which aligns with the consultant's area of
expertise .

 Consultant's Role: The expert consultant conducts a thorough analysis of the company's
operations, identifies specific areas for improvement, and proposes a comprehensive change
plan that includes new technology implementation, process re-engineering, and employee
training programs. The consultant's specialized knowledge allows them to offer targeted
solutions that the internal team may not have considered .

 Challenges Encountered: As the consultant begins to implement the changes, the

management finds it challenging to supervise the consultant's work effectively. The
consultant's expertise is significantly greater than that of the internal team, leading to a
situation where the management feels they are losing control over the process. This dynamic
highlights the potential vulnerability of clients in the expert consultant model .

 Importance of Clear Communication: To mitigate these challenges, the management must

maintain open lines of communication with the consultant, ensuring that they are involved in
decision-making and that their concerns are addressed. This collaboration is crucial for the
 success of the organizational change initiative and helps the client avoid being misled by the
consultant's recommendations .

In summary, the expert consultant model can be effectively applied in organizational change
scenarios, where specialized knowledge is required to address specific problems. However, it is
essential for clients to remain engaged and clearly define their needs to ensure successful outcomes.

Understanding How the Expert Consultant Model Works

 Definition of the Model: The expert consultant model involves hiring specialized consultants
to provide knowledge and expertise in specific areas where the client organization lacks
internal resources. This model is commonly used in various fields, including information
technology, finance, and supply chain management .

 Client's Identification of Problems: Typically, clients engage expert consultants when they
have already identified a problem within their organization. For instance, a company may
recognize that it needs to upgrade its technology to improve efficiency. The client often has a
preconceived notion of the solution, which may limit the scope of the consultant's
recommendations .

 Consultant's Role and Expertise: The consultant is brought in to address the specific problem
identified by the client. Their role is to provide solutions based on their specialized knowledge.
However, this can lead to a narrow focus, as the consultant may only propose solutions that
align with the client's initial framing of the problem, such as technology solutions in the case
of a tech consultant .

 Power Dynamics: A significant aspect of this model is the power dynamic between the client
and the consultant. Since the consultant typically possesses greater expertise, the client may
find it challenging to supervise the consultant's work effectively. This can create a situation
where the client feels they are relinquishing control, making them vulnerable to being misled
if they do not maintain oversight .

 Importance of Accurate Problem Definition: For the expert consultant model to function
effectively, it is crucial that the client has conducted an accurate assessment of their situation
and clearly defined the problem. If the client fails to do this, the consultant may implement
solutions that do not fully address the underlying issues, leading to suboptimal outcomes .

In summary, the expert consultant model works by leveraging specialized knowledge to address
specific organizational problems. However, it requires careful management of the client-consultant
relationship and a clear understanding of the problem to ensure successful implementation of
solutions.
Implications of Power Dynamics in the Expert Consultant Model

 Client Vulnerability: One of the primary implications of power dynamics in the expert
consultant model is that clients may become vulnerable to being misled. Since consultants
typically possess specialized knowledge that exceeds that of the client, the client may struggle
to effectively supervise the consultant's work. This imbalance can lead to situations where the
consultant's recommendations are not fully aligned with the client's best interests, potentially
resulting in poor decision-making or implementation of ineffective solutions [1].

 Loss of Control: The power dynamics can also lead to a loss of control for the client. When a
client hires an expert consultant, they often relinquish some degree of authority over the
project. This can create a dependency on the consultant's expertise, which may inhibit the
client's ability to question or challenge the consultant's decisions. As a result, the client may
feel they have "given away power," which can be detrimental to the overall project
outcome [1].

 Need for Accurate Problem Definition: For the model to work effectively, it is crucial that the
client has accurately assessed and clearly defined the problem before engaging the
consultant. If the client fails to do this, the consultant may implement solutions that do not
address the root issues, leading to ineffective outcomes. This highlights the importance of the
client's role in the consulting process, despite the power dynamics at play [1].

 Potential for Misalignment: The power dynamics can also result in misalignment between the
consultant's solutions and the client's actual needs. Since the client often frames the problem
in a specific way, the consultant may only offer solutions that fit within that framework,
potentially overlooking alternative approaches that could be more beneficial. This can limit
the effectiveness of the consulting engagement and may lead to dissatisfaction on the part of
the client [1].

In summary, the implications of power dynamics in the expert consultant model include client
vulnerability, loss of control, the necessity for accurate problem definition, and potential misalignment
of solutions. These factors underscore the importance of maintaining a balanced \

Ensuring Accurate Problem Definition Beforehand

 Conduct Thorough Assessments: Before engaging a consultant, clients should conduct

comprehensive assessments of their current situation. This involves gathering data, analyzing
existing processes, and identifying gaps in performance. A well-rounded understanding of the
organization's needs will help in framing the problem accurately .

 Engage Stakeholders: Involving key stakeholders in the problem definition process is crucial.
By gathering insights from various departments and levels within the organization, clients can
ensure that the problem is viewed from multiple perspectives. This collaborative approach
can lead to a more nuanced understanding of the issues at hand .

 Define Objectives Clearly: Clients should articulate clear objectives that they wish to achieve
through the consulting engagement. By specifying what success looks like, clients can better
communicate their needs to the consultant. This clarity helps in aligning the consultant's
efforts with the client's goals .
  Utilize Frameworks and Tools: Employing structured frameworks or tools for problem
definition can enhance accuracy. Techniques such as SWOT analysis (Strengths, Weaknesses,
Opportunities, Threats) or root cause analysis can help in systematically identifying the core
issues that need to be addressed .

 Iterative Feedback Loop: Establishing an iterative feedback loop during the problem definition
phase can be beneficial. Clients should be open to revisiting and refining their problem
statements based on new information or insights gained during discussions with the
consultant. This flexibility can lead to a more accurate and effective problem definition .

 Document Everything: Keeping detailed records of discussions, assessments, and decisions

made during the problem definition process is essential. Documentation serves as a reference
point for both the client and the consultant, ensuring that everyone is aligned on the identified
problem and the objectives to be achieved .

By following these strategies, clients can enhance the accuracy of their problem definition before
engaging with expert consultants. This proactive approach is vital for ensuring that the consulting
engagement is focused and effective, ultimately leading to better outcomes .

relationship between the client and the consultant to achieve successful outcomes.