Process Skills for Consultants

MODELS

Pedagogy I

Do

GiveTask

Reflect

NewTask

Reflect

Theory

M otivation

M

F rustration

F

P rogressive

A ction

L earning

M odel

Pedagogy II ObserverParticipant

Wise things

Wise thingsWise thingsWise thingsWise thingsWise thingsWose tings

Wise things

Wise thingsWise thingsWise thingsWise thingsWise thingsWose tings

Wise things

Wise thingsWise thingsWise thingsWise thingsWise thingsWose tings

Wise things

Wise thingsWise thingsWise thingsWise thingsWise thingsWose tings

FISHBOWL

Definitions I Meeting

2 or more people

”same” place

”same” time

Desired objective

Agenda

TermsProcess

Method How E.g. brainstorming

Content Ingredient Substance Ideas

Result Outcome Actual What we end up with List of ideas

Meetings Methods

TraditionalInteraction

ToolsPurposeDesired outcomeAgendaBin (parking lot)Action planEvaluation

EquipmentFlipchartWater colour pensMasking tapeDigital cameraPCPrinterCopierInstant minutes

Mental PreparationResources

-- Skills-- Strengths-- Attitudes

Blockages-Preconceptions

-- preduces-- concerns

Expectations- want to learn

Interpersonal process – process map

CREATIVE, OPENEmotional

No QuestionsNo evaluations

ANALYTICALNarrowLogical

QuestionsEvaluations

DECISIONCloseWillAnswersChoice

The Brain

R L

Frontal Lobe

DecisionActionChoiceAnticipation

AnalyticalRationalLogicalVerbal

CreativeEmotionalVisual

CARPUS CALLOSUM

Intelligence & Brain Capacity Intelligence

Intellectual IQ

Emotional EQ

ArtisticAQ

KineticKQ

Spritual SQ

Brain capacity enablersBaroque Music

Vivaldi, Albinoni, Bach, Handel

Intelligent dialogue

No TV!

Cardiovascular exercise

Situational leadershipR

elat

ions

hip

Task

Participating Coaching

Delegating Instructing

Competance

Employee competance = Ability x Willingness

Organisational leadership

GoodLeadership

Vision Mission

Using selfAs resourse Constancy

Focus Meaning

LearningTrust

Definition of ”Problem” Problem - TPG

Something that needs to be solved

Something unwantedTensionS’thing happening that

shouldn’t be happeningSomething to be

avoidedGapSomething that needs to

be recognised

Problem – AndersUnsatisfactory situationSituationalPersonalOwner (s)

Problemsolving model

RESULT

Problem Space Solution Space

Evaluation

IdeaGeneration

Brainstorming-- Fast

-- Crazy-- Keywords

-- No ?-- No eval.

Evaluation-Clarify

-- Eliminateduplicates

-- Vote

OPEN

Perception-Facts

-- Feelings-- Causes-- Effects

Def

initi

on

Analysis

Action Plan

Wha

t

Who

Whe

nCLOSE

FOC

US

Problemas given

Problemas understood

Decision-both/and-- eliminate-- force field-- analysis

MotivationInformation

Understanding

Agreement

Committment

Action

£ RESULT $

Strategic Leadership Hierarchy

SStrategic

TTactical

OOperational

Alignment

Behavioural Learning

UC

CCCI

UI

1st U-Turn 2nd U-Turn

”Flow”

Awkward

Frustration

Dynamic Strategic Planning Model

Action Plan

Wha

t

Who

Whe

n

RESULT

GOALS

- Quant-Qual

-- timeChallenge

STRATEGIES

KEY ISSUES

S trengthsW eaknessesO pportunitiesT hreats

Situational Analysis

ExternalMarketPoliticalEconomicTechnologyEcological

BusinessMarketPoliticalTechnologySCientific

ProductOrgFinancial

Eve

nts

T

hrea

ts

MISSION- Business concept- Organisation concept

VISION