Consultants en Organisations

Pourquoi demandez-vous aux consultants de vous aider ?

S'agit-il de vous dire quel est le problème et comment le résoudre ? Ou savez-vous quel est le problème et comment le résoudre, mais vous avez autre chose a faire et cherchez un consultant comme ‘coup de main’ ? Ou vous avez encore une autre idée de ce que la consultance peut faire pour vous ? S'agit-il de déclencher un processus et de rassembler les parties prenantes et de les aider à faire leur propre analyse et à concevoir leurs propres solutions ? S'agit-il de s'assurer qu'ils se sentent vraiment propriétaire du problème et de la solution ?

Alors la meilleure chose que vous puissiez faire en tant que consultant n'est PAS de proposer une sorte de solution. Et cela n’est pas un aveu de faiblesse.

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Edgar Schein, (1990).  A General Philosophy of Helping : Process Consulting. Sloan Management Review.

 

Process Consultation is the creation of a relationship with the client that permits the client to perceive, understand, and act on the process events that occur in the client’s internal and external environment in order to improve the situation as defined by the client. (Ed Schein, 1969).  Process Consultation has become the most used term to indicate a form of consultation that is not so much focusing on expert advice or on 'bringing in a solution' but this form of consulting offers a 'helping relationship' to people in organizations.  It provides a way and an opportunity for the stakeholders of issues in an organization to start working together on the issue and invent their own solutions.  It is based on the assumption that the stakeholders have the content expertise to solve the issues, but that they need a consultant to support the process by which they can work together and find through the sharing of their expertise co-create the way to go. Sometimes the term collaborative consulting is also used.  An important part of collaborative consulting is about developing ownership for the issues and the possible interventions within the client organization. An important issue is the need for the consultant to work towards autonomy for the client organization and avoiding to develop some kind of 'dependence' on the consultant. (the marginality of the consultant versus the centrality for the members of the organization). Another term that pops up from time to time is 'systemic consulting' which is not in contradiction with process consultation. That term highlights the importance to look at the organizational system as a whole and the interrelations of the different parts of the system and how that creates meaning in the organization.Another term that pops up from time to time is 'systemic consulting' which is not in contradiction with process consultation. That term highlights the importance to look at the organizational system as a whole and the interrelations of the different parts of the system and how that creates meaning in the organization.A few more articles on systemic and/or process consultation are listed below :Scheinbook

 

Ed Schein on Helping Leadership or Leaders as process facilitators Ed Schein on Helping Leadership or Leaders as process facilitators

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