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The Art and Science of Human Process intervention on Large Scale - Process Consulation - Part 1

The first category of OD interventions is human process intervention. Human process intervention is a process that focus on employees to understanding the own behavior and others behaviour for the purpose of improving the benefits through problem solving, decision making to accomplish the organizational goals within an organization and it includes process consultation, team building and sensitivity training measures the first category of OD interventions.

PROCESS CONSULTATION

In an effort to examine consultant-client relationship, Ben-Gal and Tzafrir (2011) conducted two studies to get a clear insight using a combination of qualitative and quantitative methods. The first study was based on semi-structured one-to-one interview and the second study was a quantitative study. The sample respondents were departments of organizations which underwent organizational change with the help of external consultants. The results indicated a positive significant relationship
between the levels of consultant-client relationship and the consultant’s commitment and consultant commitment showed a partial influence between trust and success of organizational change. Marques et. al., (2010) in their article titled Asking for inner-consultant: the power of communicating, listening, trusting and collaborating, discussed internal consultants as problem-solvers and connectivity enhancers. 

The sample for the study was twelve scholars and coaches from educational institutions. The study examined attaining focus, identifying the problem and the consultant, broadening and enriching the solution base, through simple exercises. It was found that the four teams were able to find pragmatic solution to a problem they were working on; three out of the four teams were able to identify a common problem.The study concluded that communicating, listening, trusting and collaborating are
prerequisites for rewarding outcomes.

The relationship between unions and joint consultation committee (JCC) was analyzed by (Parasuraman et. al., 2009) through qualitative case study with an objective to explore the practice of JCC in Posco and Posindo and to further extent Marchington’s model. 

Data reference period was between September 2003 and June 2004. Data were collected through interview, direct observation, documents review, and field notes. Samples were selected by non-probability sampling method – convenience sampling. The findings showed that the adjunct model best explained the practices of Joint Consultation Committee (JCC), whereas both JCC and collective bargaining (CB) had an integrative relationship for the beneficial of management and employees. The principal focus of the study by (Beaumont and Hunter, 2007) was the process of joint consultation. The study investigated the fragility of consultation processed while facing inter-party differences arising inside or outside the consultation arena using qualitative approach based on two case studies. The findings emphasized the importance of understanding consultation as process and the critical role in its different dimensions.

To gain knowledge on how business consultants perceive their role and contribution within their client’s organization (Kakabadse and Louchart, 2007) did a study. The authors conducted a series of interviews with 17 business consultants selected from different fields, which included change management, information technology, corporate finance and human resource. These business consultants were questioned about their opinion on the nature of relationship with their clients; pros and cons of their role; their freedom to exercise control and discretion.

 The findings indicated differences from previous researches. The study concluded that business
consultants appeared to be very humble in their approach to their relationship with clients. Cooke (1997) the concepts, process consultation and conduct of development practice are related. In his article, the author explained the case for clinical perspective and process consultation. He reviewed process consultation, alluding to work carried out applying the concept in development and outlined the relationship between process consultation and the clinical perspective. He also drew the difference between the clinical perspective and ethnography and also between the clinical perspective and action research.

of 52 client firms, using factor analysis of preferences for a number of values and described three significant dimensions in the consulting relationship, viz. confidence, activity and ability. Client firms, for this study, were selected at random from a published list. The results identified three significant factors: confidence in management, stimulation and human versus systems orientation. The results showed two directions: The consultants may have an egocentric bias tending to alienate them from some clients and consultants are well acquainted with some managerial problems and perceptions.

Schein (1987) recognized three principles of process consultation, viz. (i) clients know more about their own situation than the consultant; (ii) a consultancy process needs to engender psychological ownership of the activities that result from it on the part of the client and (iii) the consultant should seek to develop clients’ capabilities to solve their own problems.

Boss and McConkie (1983) documented the methods to select an OD consultant. To assess the type of OD consultant to be hired, they posited the following questions for consideration: Is OD really the approach I want to take? Do I need a consultant or can the job be done by a speaker, trainer, facilitator or resource person? Is the chief executive officer willing to take responsibility for the change effort? Have I thoroughly checked out the consultant’s credentials? Is the consultant showing me that he is competent? Does the consultant focus on the problems facing the client’s organization? 

Does the consultant attempt to clarify the client’s expectations of both the consultant and the OD effort? Does the consultant clarify his own expectations of the client and organization? Does the consultant insist upon data collection and problem diagnosis prior to any intervention? Does the consultant insist upon building resources within the organization to insure a successful OD effort? Does the consultant raise the issue of dependency?

 If so, how does the plan to handle this issue? Is the consultant aware of and willing to admit his own limitations? Are the consultant’s interpersonal skills consistent with the needs of my organization? And what is my attitude toward financial matters? The authors concluded that selecting the right consultant can contribute significantly to a successful OD effort.

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