Client-Consultant Relationship (Text Book)

The nature and purpose of relationship
1. Identify, clarify and meet needs of client
  1. Providing a service
    1. Transfer of knowledge & skills
2. Greenson (1967)
  1. The 3 dimensions of relationships
    1. Contractual
      1. Working allegiance with firm boundaries and rules of engagement
    2. Idealized
      1. Each person tansfers in prior learnings and proceeds to act these out
    3. Authentic
      1. Honesty & sharing true thoughts when appropriate
    4. Contractual is usually the type of relationship in consulting, but idealized also often occurs
3. How does relationship start
  1. Usually face to face
    1. Consultants could be:
      1. External
        3rd party recommendation could ensure faster relationship building
        Take longer to build relationship
        Is often easier to share info with outsider
        Seen as neutral source
      2. Internal
        Advantage in that they know org culture
        Hamper openness
        Know the problems
        Already have a relationship
Who is the client
1. Often more than 1 client
  1. Is it:
    1. The person who contacted you
    2. Stakeholders
    3. Sponsors/people funding the project
2. Cockman et al (1992) credits Revans in suggesting 3 key groups of people to be included in client system
  1. Those who know
    1. Know about problem or sources of help
      1. Superiors
      2. HR
      3. Client customers
  2. Those who care
    1. Those suffering as a result of the problem
      1. Postitions of responsibilties
      2. Trainers
      3. Shareholders
  3. Those who can
    1. Those who can do something about it
      1. Budget holders
      2. Those with line management authority
      3. Those who can appoint/assign resources
Phases of client - consultant relationship
1. Preparing for contact
  1. Initial meetings fail due to lack of prep
    1. Use trade magazines, journals, the grapevine etc
    2. Display track record, validity of offer, primary motive etc
  2. First meet: Consultant should meet with someone high enough to have influence but also experience of using consultants
2. Four phases framework Peplau(1969) & Barber (1997)
  1. Orientation
    1. Check who real client is
      1. Position & status
      2. Openness
      3. Willingness to explre issues
      4. Clarity of brief
    2. Can you work with client
  2. Identification
    1. Considering what problem areas are
      1. Client educates consultant about company
      2. Consultant educates client about role of consultant
    2. Important questions to ask:
      1. Consultancy done 'to' or 'with' client. Consultation carried out autocratically, cooperatively or self-directed. How will parties participate, roles and responsibilties. What will be delegated. What access allowed or denied.
  3. Exploration
    1. Implement chosen strategy, modify through feedback & decide future steps
    2. At this stage there should be a level of trust - knowing each others strengths & weaknesses etc
  4. Resolution
    1. Outcomes are evaluated. Both parties preparing for withdrawel
      1. Debriefing
        Sets tone for future business

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