Process Skills for Consultants

1. Process Skills for Consultants MODELS

2. Pedagogy I Theory Progressive Action Learning Model Reflect M F New Task Reflect Do Give Task Frustration Motivation

3. Pedagogy II Observer Participant FISHBOWL Wise things Wise things Wise things Wise things Wise things Wise things Wose tings Wise things Wise things Wise things Wise things Wise things Wise things Wose tings Wise things Wise things Wise things Wise things Wise things Wise things Wose tings Wise things Wise things Wise things Wise things Wise things Wise things Wose tings

4. Meeting 2 or more people ”same” place ”same” time Desired objective Agenda Terms Process Method How E.g. brainstorming Content Ingredient Substance Ideas Result Outcome Actual What we end up with List of ideas Definitions I

5. Methods Traditional Interaction Tools Purpose Desired outcome Agenda Bin (parking lot) Action plan Evaluation Equipment Flipchart Water colour pens Masking tape Digital camera PC Printer Copier Instant minutes Meetings

6. Mental Preparation • Resources • - Skills • - Strengths • - Attitudes • Blockages • Preconceptions • - preduces • - concerns Expectations - want to learn

7. CREATIVE, OPEN Emotional No Questions No evaluations ANALYTICAL Narrow Logical Questions Evaluations DECISION Close Will Answers Choice Interpersonal process – process map

8. Frontal Lobe R L The Brain Decision Action Choice Anticipation CARPUS CALLOSUM Creative Emotional Visual Analytical Rational Logical Verbal

9. Intelligence Intellectual IQ Emotional EQ Artistic AQ Kinetic KQ Spritual SQ Brain capacity enablers Baroque Music Vivaldi, Albinoni, Bach, Handel Intelligent dialogue No TV! Cardiovascular exercise Intelligence & Brain Capacity

10. Coaching Participating Relationship Delegating Instructing Task Situational leadership Employee competance = Ability x Willingness Competance

11. Organisational leadership Vision Mission Meaning Focus Good Leadership Trust Learning Using self As resourse Constancy

12. Problem - TPG Something that needs to be solved Something unwanted Tension S’thing happening that shouldn’t be happening Something to be avoided Gap Something that needs to be recognised Problem – Anders Unsatisfactory situation Situational Personal Owner (s) Definition of ”Problem”

13. Perception • Facts • - Feelings • - Causes • - Effects Definition Analysis Problemsolving model Solution Space Problem Space Problem as given Problem as understood CLOSE OPEN Action Plan • Idea • Generation • Brainstorming • - Fast • - Crazy • - Keywords • - No ? • - No eval. • Evaluation • Clarify • - Eliminate • duplicates • - Vote • Decision • both/and • - eliminate • - force field • - analysis What Who When RESULT FOCUS Evaluation

14. Motivation Information Understanding Agreement Committment Action £ RESULT $

15. S Strategic T Tactical O Operational Strategic Leadership Hierarchy Alignment

16. Behavioural Learning ”Flow” UC UI Awkward Frustration CC CI 1st U-Turn 2nd U-Turn

17. Action Plan What Who When Dynamic Strategic Planning Model VISION Situational Analysis • GOALS • - Quant • Qual • - time • Challenge • STRATEGIES KEY ISSUES S trengths W eaknesses O pportunities T hreats External Market Political Economic Technology Ecological Business Market Political Technology SCientific Product Org Financial RESULT Events Threats MISSION - Business concept - Organisation concept