The day started with a lot of excitement and anxiety as we were ready to face Mercer interviews as well as to have consulting sessions form Anil sir. The selection process included a brief interview and group activity. Finally a good news came of selection of one of four final shortlisted students. The day went ahead with Anil sir’s consulting session which was as usual wonderful. We got peer learning from our classmates for what we have missed early in the morning during Mercer selection process. We had also read the related chapters from prescribed book and the learning’s are as follows:
One of the important things which a consultant should take care is Dealing With resistance:
For flawless consulting, overcoming resistance is very critical as it is a emotional process and it should not be handled head on. There are basically three steps to handle resistance:
1. In first step, pick up the cues, describe yourself and identify in your mind what form the resistance is taking.
2.Use neutral language to describe the resistance understood from the first step.
3. Finally, Let the client respond to your statement about the resistance.
Whatever would be the result, a consultant should not take anything personally.
The next important thing which should be taken care is to develop our approach from Diagnosis to Discovery:
After we are ready to deal with resistance, the next phase is to develop an independent & fresh way of looking at things. There are two processes for discovery phase :
1. Problem based discovery process (here the focus is on problems)
2. Future and Strength based discovery process (here the focus is on possibilities)
We choose any method but focus on relationships still remains important in the discovery phase. It is also very important that the client is part of this overall discovery to implementation phase and takes ownership of the action that needs to be taken. It is important to do the following things in discovery phase:
ü Ask questions about the client's own personal role in causing or maintaining the presenting or target problem.
ü Ask questions about what others in the organization are doing to cause or maintain the presenting or target problem.
ü Plan the data collection jointly with the client. Involve your client in interpreting the data collected.
ü Recognize the similarity between how the client managed you and how they manage their own organization.
ü Condense the data into a limited number of issues.
ü Use language that is understandable to people outside your area of expertise.
ü Distinguish between the presenting problem and the underlying problem.
ü Elicit and describe both the technical problem and how it is being managed.
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