PSY 834 Topic 1 Responses

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Nov 24, 2024

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PSY 834 Topic 1 Responses Q1 Response 1 Deric Mcnab Hello Deric, Thank you for your informative post this week. Organizational consultation, whether internal or external, involves a complex interplay of factors that necessitate careful consideration. The closeness of the consultant to the organization can be a benefit as well as a potential disadvantage in internal consulting. Since the consultant works for the company, they may have important insights into its dynamics, procedures, and culture. This will help them better customize interventions (Evans et al., 2018). Closeness can, however, also breed prejudice and resistance to change, as internal consultants may find it difficult to question accepted beliefs and methods. External consultants, on the other hand, offer objectivity and a new viewpoint. Because of their outsider status, they are able to assess the organization objectively and offer creative solutions. Furthermore, outside consultants are frequently hired for particular projects, giving them flexibility in their level of involvement (Nadeem et al., 2018). Nevertheless, they might have trouble connecting with staff members and swiftly grasping the nuances of the company. Finding the ideal balance between internal and external consulting—or maybe combining the two—can help to maximize the advantages of both external objectivity and insider knowledge. Both internal and external consultation must take effective communication into account. To fully grasp the needs, expectations, and concerns of organizational stakeholders, consultants must establish open lines of communication. Consultants also need to convey their conclusions, suggestions, and justifications efficiently. In addition to ensuring that the suggested interventions

are in line with the organization's objectives, this transparency fosters trust (Evans et al., 2018). Effective organizational consultation, whether conducted internally or externally, requires a combination of knowledge, flexibility, and effective communication. References Evans, J. M., Brown, A., & Baker, G. R. (2018). Organizational knowledge and capabilities in healthcare: Deconstructing and integrating diverse perspectives. SAGE Open Medicine , 5 , 2050312117712655. https://doi.org/10.1177/2050312117712655 Nadeem, E., Gleacher, A., & Beidas, R. S. (2018). Consultation as an implementation strategy for evidence-based practices across multiple contexts: unpacking the black box. Administration and Policy in Mental Health , 40 (6), 439–450. https://doi.org/10.1007/s10488-013-0502-8 Naomi Lewis Hello Naomi, I appreciate your post this week. The distinction between internal and external consultants is crucial for businesses seeking effective solutions. Being outside the company, external consultants frequently bring a plethora of diversified experiences and expertise from working with a range of clients. Their extensive experience enables them to provide creative viewpoints and solutions for the unique problems a business might encounter (Caldwell, 2019). When a targeted intervention is required, the short-term nature of their engagements can be helpful, and their independence guarantees an impartial assessment of the organization's problems. On the other hand, internal consultants, being permanent employees, have a deep understanding of the organization's culture, processes, and challenges. This insider knowledge

enables them to tailor their recommendations more closely to the unique context of the company. The continuous presence of internal consultants allows them to not only provide advice but also actively participate in the implementation of their recommendations (Driever et al., 2022). This hands-on involvement can foster a smoother transition and facilitate adjustments as needed, contributing to the long-term success of the organization. A thorough analysis of the project's requirements, costs, independence, and expertise is necessary to determine between internal and external consultants. Internal consultants offer institutional knowledge and the capacity to steer long-term change, while external consultants offer focused attention and outside viewpoints (Driever et al., 2022). An organizational development strategy that is both comprehensive and sustainable can be achieved through a strategic approach that makes use of the strengths of both external and internal consultants. References Caldwell G. (2019). The process of clinical consultation is crucial to patient outcomes and safety: 10 quality indicators. Clinical Medicine (London, England) , 19 (6), 503–506. https://doi.org/10.7861/clinmed.2019-0263 Driever, E. M., Stiggelbout, A. M., & Brand, P. L. P. (2022). Do consultants do what they say they do? Observational study of the extent to which clinicians involve their patients in the decision-making process. BMJ Open , 12 (1), e056471. https://doi.org/10.1136/bmjopen- 2021-056471 Q2 Response Julie Rambo

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The discussion on benchmarking effectively highlights its multifaceted contributions to enhancing the validity of organizational interventions and development programs. The establishment of a reference point for performance measurement is one important component. Benchmarking offers an objective standard for evaluating progress by contrasting an organization's procedures and metrics with those of industry leaders (Reponen et al., 2021). This increases the legitimacy of any changes made and guarantees accuracy in evaluating improvements. When interventions are validated against accepted industry best practices, stakeholders are more likely to trust and support them, which adds to the programs' overall success and sustainability. Another strong justification for the benefits of benchmarking is the encouragement of a culture of continuous improvement. Continually assessing external standards motivates organizations to pursue innovation and quality. This dedication to continuous improvement guarantees that development programs and interventions stay applicable and successful in a changing business environment (Willmington et al., 2022). Consequently, benchmarking turns into a growth-promoting agent for organizations, encouraging businesses to outperform current benchmarks and maintain their leadership positions in their respective fields. Moreover, benchmarking exposes an organization to fresh concepts and methods that can encourage innovation. Internal teams' perspectives are expanded, and a more inventive mindset is fostered by learning from the successes and failures of other businesses. This infusion of new ideas improves interventions and development programs' overall quality by increasing their adaptability and responsiveness to shifting market conditions (Reponen et al., 2021). Ionut's talk does a good job of highlighting the various advantages of benchmarking in boosting the legitimacy and effectiveness of organizational interventions and development projects.

References Reponen, E., Rundall, T. G., Shortell, S. M., Blodgett, J. C., Juarez, A., Jokela, R., Mäkijärvi, M., & Torkki, P. (2021). Benchmarking outcomes on multiple contextual levels in lean healthcare: a systematic review, development of a conceptual framework, and a research agenda. BMC Health Services Research , 21 (1), 161. https://doi.org/10.1186/s12913-021- 06160-6 Willmington, C., Belardi, P., Murante, A. M., & Vainieri, M. (2022). The contribution of benchmarking to quality improvement in healthcare. A systematic literature review. BMC Health Services Research , 22 (1), 139. https://doi.org/10.1186/s12913-022-07467-8

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