Based on the case study, answer these questions: Describe the major strength of the internal consultant in the case. Describe the key strength of the external consultant in the case. What are the primary benefits of internal and external consultants, like those in the case, working together on an OD project?

Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
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Based on the case study, answer these questions:

  1. Describe the major strength of the internal consultant in the case.
  2. Describe the key strength of the external consultant in the case.
  3. What are the primary benefits of internal and external consultants, like those in the case, working together on an OD project?
CASE 1: PERSONAL VIEWS OF THE INTERNAL AND EXTERNAL CONSULTING
POSITIONS
The Internal Consultant's View
I am an agent of change. I am also a member of this organization. I was hired for
my OD skills, but also for the fact that I was seen as a "cultural fit." Sometimes I
struggle between my dual roles of "team member" and "free radical." After all, it
is my job to disrupt the status quo around here, helping leaders to find ways to
make the organization more effective.
I have the great advantage of knowing and understanding how my organization
works-its processes, policies, norms, and areas of resistance. I can usually
anticipate how difficult a given change will be for members of the organization,
and where the resistance will come from. Because I believe in the mission of my
organization, I am able to cope with the inevitable challenges of the change
process. Still, I am frequently a magnet for resistance and a receptacle of
institutional anxiety. While I understand how people can be frustrated and
frightened by change, it can still be difficult for me to bear the disruption I help to
create.
To keep myself sharp and healthy, I breathe, run, meditate, and read. I take every
learning opportunity that comes my way, and work diligently to create and
maintain a network of colleagues who can support me through the rough patches.
I find that my best support comes not from friends, but from people who know
and understand the hard work of planned change.
As an internal consultant, I have exposure to many of the same people over
time-executives, managers, and employees get to know who I am and what I do.
I get to know who they are and what they do. I have the opportunity to leverage
my executive relationships from project to project; over time the executives here
have come to understand my work and trust my skills as a consultant. This
wyso
understanding and trust saves us time and energy each time we work together. Of
course, I realize that if I fail one of my executive clients, my life in this
B
organization could become less pleasant. That can stress me out when I'm
organ
working on a messy or unpopular project. After all, my performance review is
effort
affected by client feedback, and my compensation is tied to people's perceptions
of my performance. This can make it difficult to press forward with risky
interventions. I am proud of my reputation around here-proud of the fact that I
have built solid relationships at the executive level, that managers respect my
work, and that employees value having me in the organization. Still, I am ever
aware that I must walk the fine line between "respected insider" and "paid
agitator."
Sometimes I'm lonely-often I'm the only OD person working in an organization;
sometimes there are two or more of us, but we're always spread so thin that
connecting is difficult and truly supporting one another is virtually impossible. I
may work with other staff people-HR for instance-but they don't always
understand my role and can't really relate to my challenges. Sometimes they can
be resentful of my relationship with the client, which makes me feel alienated. I
enjoy my client groups, but I must be careful not to over-identify with them; the
greatest value I bring to my clients is a clean "outsider" perspective. I can't do
hard change efforts with them if I'm worried about them liking me. Being a lone
ranger can be thrilling, but being an outsider can get tiring.
P
Occasionally I bring in an external consultant to work on a specific project or
problem in my organization. This can be both challenging and rewarding for me. It
is time-consuming to bring an outsider up to speed on my organization's business,
processes, and politics. I seek external consultants who will fit in our culture,
while helping us see our issues more clearly and realistically. I enjoy the process
WHICH
of partnering with people who have exposure to other organizations, who possess
different
different skills and strengths from mine, and who understand the inherent
discomfort of the change process. Still, this can be risky, because my reputation
will be affected by this person's work and the outcomes we are able to achieve.
When it works best, my partnership with the external consultant leads to
improved effectiveness for my organization, while affording me a valued learning
opportunity and professional support.
The best thing to me about being an internal consultant is knowing that I am
contributing to the mission of my organization with every client I work with, every
day.
The External Consultant's View
I am an agent of change. I work for many different organizations of varying sizes
with different missions and goals. I spend most of my time helping managers, HR
people, and internal consultants initiate and manage change-both planned and
Transcribed Image Text:CASE 1: PERSONAL VIEWS OF THE INTERNAL AND EXTERNAL CONSULTING POSITIONS The Internal Consultant's View I am an agent of change. I am also a member of this organization. I was hired for my OD skills, but also for the fact that I was seen as a "cultural fit." Sometimes I struggle between my dual roles of "team member" and "free radical." After all, it is my job to disrupt the status quo around here, helping leaders to find ways to make the organization more effective. I have the great advantage of knowing and understanding how my organization works-its processes, policies, norms, and areas of resistance. I can usually anticipate how difficult a given change will be for members of the organization, and where the resistance will come from. Because I believe in the mission of my organization, I am able to cope with the inevitable challenges of the change process. Still, I am frequently a magnet for resistance and a receptacle of institutional anxiety. While I understand how people can be frustrated and frightened by change, it can still be difficult for me to bear the disruption I help to create. To keep myself sharp and healthy, I breathe, run, meditate, and read. I take every learning opportunity that comes my way, and work diligently to create and maintain a network of colleagues who can support me through the rough patches. I find that my best support comes not from friends, but from people who know and understand the hard work of planned change. As an internal consultant, I have exposure to many of the same people over time-executives, managers, and employees get to know who I am and what I do. I get to know who they are and what they do. I have the opportunity to leverage my executive relationships from project to project; over time the executives here have come to understand my work and trust my skills as a consultant. This wyso understanding and trust saves us time and energy each time we work together. Of course, I realize that if I fail one of my executive clients, my life in this B organization could become less pleasant. That can stress me out when I'm organ working on a messy or unpopular project. After all, my performance review is effort affected by client feedback, and my compensation is tied to people's perceptions of my performance. This can make it difficult to press forward with risky interventions. I am proud of my reputation around here-proud of the fact that I have built solid relationships at the executive level, that managers respect my work, and that employees value having me in the organization. Still, I am ever aware that I must walk the fine line between "respected insider" and "paid agitator." Sometimes I'm lonely-often I'm the only OD person working in an organization; sometimes there are two or more of us, but we're always spread so thin that connecting is difficult and truly supporting one another is virtually impossible. I may work with other staff people-HR for instance-but they don't always understand my role and can't really relate to my challenges. Sometimes they can be resentful of my relationship with the client, which makes me feel alienated. I enjoy my client groups, but I must be careful not to over-identify with them; the greatest value I bring to my clients is a clean "outsider" perspective. I can't do hard change efforts with them if I'm worried about them liking me. Being a lone ranger can be thrilling, but being an outsider can get tiring. P Occasionally I bring in an external consultant to work on a specific project or problem in my organization. This can be both challenging and rewarding for me. It is time-consuming to bring an outsider up to speed on my organization's business, processes, and politics. I seek external consultants who will fit in our culture, while helping us see our issues more clearly and realistically. I enjoy the process WHICH of partnering with people who have exposure to other organizations, who possess different different skills and strengths from mine, and who understand the inherent discomfort of the change process. Still, this can be risky, because my reputation will be affected by this person's work and the outcomes we are able to achieve. When it works best, my partnership with the external consultant leads to improved effectiveness for my organization, while affording me a valued learning opportunity and professional support. The best thing to me about being an internal consultant is knowing that I am contributing to the mission of my organization with every client I work with, every day. The External Consultant's View I am an agent of change. I work for many different organizations of varying sizes with different missions and goals. I spend most of my time helping managers, HR people, and internal consultants initiate and manage change-both planned and
unplanned. I enjoy the variety in my work and the learning that comes from
seeing the way change happens in different organizations and contexts.
But it is hard being an "outsider." I must work quickly to understand each new
organization I work with. As an outsider it can be frustrating to navigate the inner
workings of the organization-its politics, pecking order, and culture and to root
out what's important and what's not. In my role, I'm not around while the
unglamorous, time-consuming, and important work of nurturing a change along is
being done. So, although I experience the risk and excitement of some part of the
change, I do not always get to experience the whole change process from start to
finish. I rarely get to see the project bear fruit and the organization become more
effective as a result of the work I've done. Sometimes the process feels
incomplete, and I almost always wonder how much I've actually helped.
Being an external consultant s both rewarding and risky work. On the one hand, I
am seen as an expert. I am appreciated for my assistance, applauded for my
knowledge, and liked for my interpersonal skills. I have the benefit of many
revenue sources, so I'm never overly dependent on one client. I am often
rewarded handsomely for my time and effort, although most
most people mistake
"daily fee" as
fee" as actual income and forget a
about:
self-employment taxes a
s and the
health benefits I have to pay myself. The other truth is that I am always at risk-
economic crises, budget cuts, personnel changes, executive shake ups,
organizational politics, and the occasional hostile HR person are but a few of the
land mines an external consultant faces. For the most part, I feel pleased and
rewarded for my work as a consultant. But I always know that my situation is
dependent on my client's situation, and I can never afford to get too comfortable.
When I'm hired by an executive manager, sometimes the HR person or internal
consultant may be resistant, feeling threatened by my presence. When this
happens, I have to find ways to address their concern, partner with them, and still
the important work of organizational change. Sometimes just creating space
for the conversation by using simple probes-"You seem very concerned about
this situation" or "You must feel pretty unsupported right now"-help me
uncover their discomfort so we can move forward. Sometimes these relationships
are difficult throughout the engagement. It's the downside of being brought in as
an "expert."
I am asked by clients to perform a wide variety of tasks ranging from content
expert to process expert to personal coach. Regardless of the request, however, I
am frequently aware of an unspoken need on the part of the client-manager, HR
person, or internal consultant-to have me support his or her project, position, or
person. When the request is to support a project, it is usually clear. When the
request is to support a position, it is less clear but typically surfaces during the
course of our work together. However, when the request is to support the
individual personally, the request is almost never overt. This is where my self-as-
instrument work serves me best, helping me to understand the unspoken-the
question behind the question. While my goal is always to help my client
organizations become more effective, I never forget that change can happen
many different ways and at multiple levels of the system. It is my work to be
aware of opportunities to intervene, and to have the skill and courage to do so as
an outsider.
Questions:
1. Describe the major strength of the internal consultant in the case.
2. Describe the key strength of the external consultant in the case.
3. What are the primary benefits of internal and external consultants, like
those in the case, working together on an OD project?
Transcribed Image Text:unplanned. I enjoy the variety in my work and the learning that comes from seeing the way change happens in different organizations and contexts. But it is hard being an "outsider." I must work quickly to understand each new organization I work with. As an outsider it can be frustrating to navigate the inner workings of the organization-its politics, pecking order, and culture and to root out what's important and what's not. In my role, I'm not around while the unglamorous, time-consuming, and important work of nurturing a change along is being done. So, although I experience the risk and excitement of some part of the change, I do not always get to experience the whole change process from start to finish. I rarely get to see the project bear fruit and the organization become more effective as a result of the work I've done. Sometimes the process feels incomplete, and I almost always wonder how much I've actually helped. Being an external consultant s both rewarding and risky work. On the one hand, I am seen as an expert. I am appreciated for my assistance, applauded for my knowledge, and liked for my interpersonal skills. I have the benefit of many revenue sources, so I'm never overly dependent on one client. I am often rewarded handsomely for my time and effort, although most most people mistake "daily fee" as fee" as actual income and forget a about: self-employment taxes a s and the health benefits I have to pay myself. The other truth is that I am always at risk- economic crises, budget cuts, personnel changes, executive shake ups, organizational politics, and the occasional hostile HR person are but a few of the land mines an external consultant faces. For the most part, I feel pleased and rewarded for my work as a consultant. But I always know that my situation is dependent on my client's situation, and I can never afford to get too comfortable. When I'm hired by an executive manager, sometimes the HR person or internal consultant may be resistant, feeling threatened by my presence. When this happens, I have to find ways to address their concern, partner with them, and still the important work of organizational change. Sometimes just creating space for the conversation by using simple probes-"You seem very concerned about this situation" or "You must feel pretty unsupported right now"-help me uncover their discomfort so we can move forward. Sometimes these relationships are difficult throughout the engagement. It's the downside of being brought in as an "expert." I am asked by clients to perform a wide variety of tasks ranging from content expert to process expert to personal coach. Regardless of the request, however, I am frequently aware of an unspoken need on the part of the client-manager, HR person, or internal consultant-to have me support his or her project, position, or person. When the request is to support a project, it is usually clear. When the request is to support a position, it is less clear but typically surfaces during the course of our work together. However, when the request is to support the individual personally, the request is almost never overt. This is where my self-as- instrument work serves me best, helping me to understand the unspoken-the question behind the question. While my goal is always to help my client organizations become more effective, I never forget that change can happen many different ways and at multiple levels of the system. It is my work to be aware of opportunities to intervene, and to have the skill and courage to do so as an outsider. Questions: 1. Describe the major strength of the internal consultant in the case. 2. Describe the key strength of the external consultant in the case. 3. What are the primary benefits of internal and external consultants, like those in the case, working together on an OD project?
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