Individual Consultancy Report – Part Two
PART TWO
This section of the report provides an analytical and reflective observation related to academic theory to practice on different aspects of consultancy theory and practice namely: (a) teamwork, (b) project management, (c) analytical & creative problem solving, (d) consulting modes, (e) confrontation and conflict, and (f) ethical issues.
(a) Teamwork
This is one of the major drives of a successful organization. Teamwork is described by Scarnati (2001) “as a cooperative process that allows ordinary people to achieve extraordinary results” (p. 5). This means that teamwork is achieved through the collaboration of major team members with the intention of achieving shared goals. Nonetheless, it is imperative to note that teamwork entails a wide range of activities and is achieved through team building process. Harris and Harris (1996) add that a team shares a common goal where each of the team members is required to collaborate so as to develop mutual and effective relationships to realize team goals. When teamwork is employed, all members mutually contribute and share skills and knowledge. In most of organizations, teamwork is an integral part and ought to be included as part of corporate culture. For teams to be effective and successful, they have to rely upon synergy derived from all team members developing an environment where they are willing to participate and contribute. This is vital in promoting positive as well as effective team environment (Tarricone & Luca 2002). Tarricone and Luca (2001) have proposed that flexibility is required for members to become versed with cooperative working environments that require social interdependence and collaboration to achieve shared goals.
There are several attributes that enhance teamwork. The attributes not only promote job performance maximization, but also create a productive atmosphere for its employees. One of these attributes is collaboration, which according to Root (2013) is achieved through effective communication and sharing of ideas as well as respecting the opinions and the views of their respective team members. Through effective teamwork, “members of the team bring in their own experiences and level of expertise to a project to help create an effective finished product” (Root 2013, p. 1). The implication is that members of a team maximize on their skills and expertise to complete a project. In respect to the group consultancy, teamwork was keystone to its success.
In respect to consultancy, teamwork acts as the keystone and major driver. This is because teamwork acts as an enabler of success. In the same perspective, teamwork is the core to consultation. This means external consultants ought to collaborate with staff and the company’s management to realize the ultimate shared goal. In most cases, team approach is employed in consultancy, especially in the workplace to not only promote job satisfaction but to also solve conflicts between involved members (Ellingson, 2002). Root (2013) adds that effective collaboration results to the development of synergy that improves productivity and performance. Moreover, synergy facilitates the alliance between members, resulting to members blending, advancement of ideas, and empowering of members. From team perspective, teamwork achieved via team building “helps to foster better and open communication between the employees themselves, as well as between the employees and the higher management” (Josh 2011, p. 1). This means that effective communication is achieved through teamwork, which in return promotes harmony in the workplace.
(b) Project Management
This is one of the major tasks carried in consultations to undertake a project. According to Munns and Bjermi (1996), project management is the “process of controlling the achievement of the project objectives” (p.81). This means that structures and resources of the organizations are used to manage a project via the use of different project management tools. Project management assists a company to align the goals of a project with the organizational strategic objectives. This is carried to enhance smooth operation, in addition to the success of a project. The key elements of project management are adequate resources, the scope, time frame, and money. Project management is used by organizations with the aim of “defining the requirements of work, establishing the extent of work, allocating the resources required, planning the execution of the work, monitoring the progress of the work, and adjusting deviations from the plan” (Munns & Bjermi 1996, p.81). This means that project management is adopted while undertaking out projects to allocate resources effectively, monitor work progress, define project requirements, and adjust any project deviations.
While undertaking consultancy, the project is headed by project manager. It is the project manager who heads project management and ensures effective allocation of resources (Heldman 2011). According to Clegg, Kornberger and Pitsis (2012), project management goal is to make sure that a project is delivered in the set time, within the allocated resources, and budget (DyReyes 2008). The implication made is that it is the role of a project manager to ensure that a project is completed in time, using the available resources, and within the allocated budget. In respect to consultancy, project manager promotes teamwork and creates a productive atmosphere through collaboration with employees if the company. Effective application of project management supported by teamwork has the capability to avoid project failure. In this case, all people involved in a project are required to work as a team under the leadership of a project manager. Moreover, during consultancy, the leader ensured that the project was effectively carried. In other words, we worked as a group and the leader ensured that the project was completed on the right time, using the allocated resources, and at the set budget.
(c) Analytical & Creative Problem Solving
When dealing with problems and conflicts in the workplace, it is important to provide group or individual creative and analytical approaches to problem solving (Moseley & Dessinge 2007). Project managers should solve their problems in a creative or analytical way. Baer (2005) has observed that in creative problem solving, the problem solver manipulates of ideas. Johnson (2000) adds that “creativity involves the manipulation of ideas from a knowledge base” (p.29). This is return improves the ability to promote problem solving and creative thinking. Through creative problem solving, the problems solver has four methods to use which are; investment, improvement, incubation, and imagination. Teamwork, coordination, and involvement among individuals are used while using incubation method of creative problem solving. Achievement allows the leader to respond to problems through quicker approaches.
On the other hand, analytical problem solving is applied through four steps; (1) problem definition, (2) alternatives generation, (3) alternatives evaluation, and (4) solution implementation (Moseley & Dessinge 2007). The approach to problem solving is preferable because it provides a process through which problems could be solved. The generation and evaluation of problems allows the problem solver to weed out ineffective alternatives, thus remaining with the most appropriate ones. In our case, both creative and analytical problem solving approaches were used to solve problems during project management, especially hurdles experienced in change management consulting (Czerniawska & May 2006).
(d) Consulting Modes
These are the behavioural roles of a consultant. Consulting modes according to Kubr (2002) summaries “the most typical and frequent consulting behaviours, how consultants relate to clients, what inputs they make, and in which way and how intensively clients participate (p. 70). This means that consultant’s behaviour roles are pegged in the major elements of project management. The roles adapted by consultants during project management entirely depend on the circumstance, the expectations and preferences of the client, and the profile of the consultant (Markham 2000). The basic roles involved that a consultant undertakes are the process role and the resource role (Kubr 2002). The resource role is also referred to as expert role, under which the consultant assists the client through the provision of technical expertise. Like in our case of undertaking our consultancy, the resource role entailed collection of information, carrying out organizational diagnosis, carrying out a feasibility study, training staff, recommending organizational changes, and commenting on the new project proposed by the management (Bouno 2001). To promote teamwork during project management, the management collaborated with the resource consultant to provide information related to resources employed and time required.
Under the process role, it is the role of the consultant as a change agent to assist the organisation solves its problems. This is achieved by providing intervention techniques, providing the approach to be adapted, values and methods, and the likely consequences (Kubr 2002). In other words, it is the work of the process consultant to deal with human issues during change process, initiate the change, and assist the organization all the way during the change process.
(e) Confrontation & Conflict
Conflict appears due to disagreement between two or more people on opinions or views. As a universal feature of the society, conflict is as a result of economic differentiation, cultural formation, social change, political organisation, and psychological development (O'Rourke & Collin 2009; Gross & Guerrero 2000). In the workplace, conflict is precipitated by lack of communication between different people involved (O'Rourke & Collin 2009). Disagreements on opinions, interests, needs, and values between people in the same workplace result to conflict. Although conflicts hinder the achievement of the shared goals and cause disharmony in the workplace, there are variety of conflict resolution styles that could be used (Gatlin, Wysocki, & Kepner 2008). The major conflict resolution styles adopted by project managers and leaders to resolve conflicts in the workplace are avoidance, accommodation, collaboration, compromising, and confrontation. It is imperative to note that these conflict resolution styles are applied differently to solve different conflicts in the workplace. When conflicts are not solved, a project is deemed to fail as well as teamwork. This is because conflict does not allow people to work as a team. In our case, conflicts were experienced as people had to share their different views and disagree with some of the opinions and views provided by others and by the leader. According to Block (2011) flawless consulting is achieved when conflicts are solved through different conflict resolution styles.
According to Gatlin et al. (2008), is a major conflict resolution style which is action oriented. Under this style, the leader intervenes quickly, deals with the conflict head on, protects employees, and removes a disruptive team member (CIPD 2008). Through confrontation, a project manager is able to create a positive client-consultant relationship. This bond not only creates positive relationship and teamwork but ensures that the set goals are achieved. Moreover, it ensures that the goals of project management, which are: completing projects in time, under the set timeframe, and based on the allocated resources (Sadler 2001). Therefore, dealing with conflicts in the workplace or when dealing with client-consultant relationship is one of the major managerial consulting skills required in consultancy (Margerison 2001). When faced with conflicts, this is one of conflicts resolutions methods that were applied.
(f) Ethical Issues
These are the considerations that are put into place to make sure that ethical dilemmas are morally and ethically addressed. Ethics plays a major role in management consulting as it has influence on the behaviours of employees. Vallini (2007) has stated that “the presence of recognized ethics tends to reduce the need for informative or legal-contractual precautions in the formalization of relationships, for both of the parts involved in a negotiation” (p. 26). This means that ethical considerations promote a strong client-consultant relationship. In light to consulting, client-consultant relationship is very important because the set codes of ethics have to be followed to ensure ethical conduct. This is because when ethical dilemma arises when dealing with a client, the consultant should be in a position to decide on the best way for the client (Grensing-Pophal 2007). According to Smith, Van Vuuren and Visser (2006) when dealing with clients, confidentiality should be a prime consideration. This is because information and data collected should not be used or made available to third parties. In the context of our consultancy, the aspect of confidentiality was put into consideration. Moreover, all ethical dilemmas were solved through the use creative and analytical problem-solving approaches.
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