Thanks!

Mike

You’re right that I was addressing the ‘expert’ model, and its inappropriate use for work that requires the collaborative model. Thanks for pointing out those useful distinctions.

Mike

I’ve written before about the importance of understanding context in solving business problems. You’re right on the money!

Mike

Sounds like the traditional “expert” model of consulting.

Actually, in my neck of the woods, collaborative consulting is about working on the problem jointly WITH the culture and business context well represented as a means of producing countermeasure to any suspected root causes of the problem. Forecasting/environmental scanning is expected in there as well. Anything less is perhaps a sign of needing to cast the net a little wider to find better consultants, and better or newer hand dryers…

Last I knew, the ones I’ve used actually worked, but were also the stuff of rest stops, airports, and public schools — as you say — and not in business settings. Usually some humor was posted nearby.

Check out these definitions:

Roles for a facilitator or consultant :

• A “collaborator” – works as a partner with the organization, contributing process/performance consulting knowledge and is involved with the client in decision-making. The client is supported in building expertise to accomplish tasks once the approach is determined. The consultant does not take on the role of the manager, rather he or she partners with the manager and/or leader and group members. The facilitator/consultant provides guidance to the process, collaborates in data collection, facilitate planning meetings and retreats, and works with the organization to solve problems so they stay solved.
• An “expert” – provides knowledge or skills that the organization does not have in-house (regarding a process, model, or structure that the client needs.) Decision on how to proceed are made by the consultant, using expert judgment, to solve an immediate problem. Managers are less involved, and have the role to evaluate after the fact.
• A“pair of hands” – to do tasks you could potentially do yourself but may not have the staff, time or availability to accomplish (organize meetings and agendas, keep time, keep on track, scribe, etc) Having someone else take on these duties allows all members to participate fully and with fewer distractions
An external consultants and/or facilitator is especially helpful when:
a) you need their expertise and skill set to allow everyone to participate and do their best work;
b) you need to fully participate yourself and can’t facilitate; and/or
c) you need someone external to your organization to help lend neutrality and validity to the process.

Source: Flawless Consulting, Peter Block