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The consultant in the OD consultant-client relationship is expected to provide the client with professional expert advice in a specific field by. Blake and Mouton's Grid OD (, ), Integrated Strategic Change. (Worley relationship between consultant and client remain essentially the same even. client consultant pdf - Entry. &. Contracting. O.D consulting Contract can Consultant. Client. Relationship. -. Free download as Powerpoint.
As mentioned earlier when looking at the models, some consultants take on an expert role. Members of the organisation may not be too familiar with OD methods and the interventions introduced by the consultant may lead members to view the consultant as an expert in all areas of organisational policy and business strategy. Whereas it will benefit the consultant to be competent in a range of areas, they must be careful that taking on an expert role in all matters of the client organisation will contradict the effectiveness of the implementation of the OD intervention.
In some cases the consultant tries so hard to please the client in order to maintain that relationship for financial and other reasons that they become bogged down with giving advice preparing reports and all the while losing out on effectively managing the process. Consultants are to be experts on the process and help client system to develop its own resources.
Being an expert in all areas of the organisation will create a dependence that does not facilitate or lend to internal skill development. The consultant is to give facilitative advice and not confuse being an expert on how to help the client system learn with being an expert on actual management problems the organisation is trying to solve.
Having extensive knowledge of management and the organisation may make a more effective consultant, however there should be a clear difference between the facilitator-educator role and the advice giver role. Consultants and their clients want to have a success story at the end of the intervention used.
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However, some consultants may be tempted to take a copy and paste approach to applying an intervention technique. This technique was used previously in another organisation and produced good results so if it worked for that client, it should work for this one.
Diagnosing and applying an appropriate intervention is to be done for each client, even within the same organisation as the intervention required may be different. He looks at this in terms of the accessibility and individuality: In such cases the consultant is encouraged to intervene in a level no deeper than is required to produce enduring solutions to the problems and to allow the available resources and energy of the client system that can be committed to bring about change determine how deep the intervention should be.
Some client systems have very strong cultures and one mistake that can be made by change agents is to become seduced in the culture of the organisation. The consultant should not try to fit in so well with the client organisation that it becomes difficult to identify them in their role as change agent. The consultant should not be too aloof as to the issues; however it is important that they practice what they preach and send clear messages to client in words and actions.
This is critically important when the consultant working with the client is a team. That team must be mindful that they set an example to the client as to how an effective unit is to operate. If they can display to the client the interpersonal relationships they are trying to create in their organisation and focus on continuous growth and renewal process their credibility will be increased. Openly displaying conflict can severely hamper the effectiveness of the intervention. The issues faced in the consultant-client relationship can be prevented and in cases where they become an issue, solved.
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Both parties need to ensure transparency from the onset of the relationship. Being open and honest about motives and intentions can assist in providing direction. The consultant should be able to, in a professional manner, share their point of view with the client. A transfer of knowledge in the form of coaching, mentoring and training will help members in the client system solve their own problems, as opposed to depending on the change agent.
Another argument is that some external consultancy projects only provide an organisation with advise, without or only partially being involved in the implementation of the proposed solutions. The advantage of internal consultants is that they are more often involved with the realisation of their own advises, and can continue to play an important role even after the implementation.
Most internal consulting teams remain an internally focused team that, for instance, is tasked to improve the efficiency of the organisation. However, over the years some internal teams have improved their knowledge and expertise to such an extent that they can also apply their skills beyond the organisation. Several successful consultancy firms today, started out from an internal setting, like Porsche Consulting, which originated from automotive company Porsche and today provides advice within multiple industry sectors.
There are countless other examples in which consultancy firms have branched out from internal practices within big corporates, such as GM, Philips and Shell, to name a few.
Finally, having an internal consulting unit can be a good way for organisations to position themselves in the consultancy market, and thereby attract top performing consultancy talent. Advantages of external consultants Choosing for external advisors can also come with many benefits.
External consultants are seen as independent players, contrary to internal advisors who literally depend on their own organisation. This could possibly lead to a trust issue between advisor and client, which is also essentially the employer.
Research has shown that clients have more confidence in external consultants than internal consultants. The function often demands an inquisitive and firm hand, a role that external advisors frequently fulfill, and one more difficult to fill by internal advisors. They possibly hold just as much expertise, but as an employee at an organisation it is conceivably harder for internal consultants to be independent — or to be considered as independent — than for external advisors.
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Internal consultants, in essence, keep busy with projects involving their own organisation. External consultants, on the other hand, regularly draw from a broader business perspective gained from their vast experience with various clients, markets and sectors, and bring new ideas and best practices along to clients. Especially, the ability to benchmark in respect of other parties is a big advantage of external consultants. Furthermore, advisors often work for specialised consultancy firms, frequently with the biggest names in the market, and due to their track record are regarded to be credible advisors.
Internal consultants do not have this advantage. In general, many assume that external consultants have a higher level of expertise and experience, largely because they are completely focused on their consultancy role, and deal with multifaceted issues at various clients.
Internal consultants possibly miss certain industry knowledge, which external consultants have encountered in previous assignments. Lastly, external consultancy parties often have — particularly the bigger players — broader choice when it comes to selecting the most suitable consultants for projects.
Large firms have international talent pools which they can source from, and, for certain assignments, can pick the best people for the job.
Organisations with internal consultants are usually limited to the talent they have in-house. Choosing for an option Organisations that are faced with the decision to either build internal consultancy teams or hiring external advisors, should weigh out the advantages and disadvantages of each option ahead of time.
Also, the context in which the choice should be made plays a big role in this. External consultants can be in some cases better used when deeply specialist knowledge is needed for a large-scale project, or when a neutral, independent view is needed on a problem.