PSY FPX 6730 Assessment 1 Entry and Contracting: Analysis of ABC Bank

Student Name

Capella University

PSY FPX 6730 Consultation Psychology

Prof. Name:

Date

Abstract

ABC has enlisted a consultant to develop a leadership development program that will eventually be self-sustaining. This paper will also provide an analysis of a consulting contract for ABC Bank and discuss important topics and questions to consider before initiating the project. Additionally, it will include a list of best practices that can be employed to establish a foundation of trust between the consultant and the client, ABC Bank.

Entry and Contracting Analysis of the Sample Consulting Contract

Upon reviewing the ABC contract, there are several areas that I believe require clarification. One of the most prominent issues is the matter of participation. There appears to be a leadership issue originating from the top of the hierarchy; however, in the “Needs from the Client” section of the contract, it is stated that management “has agreed to position participation in this project as valuable but voluntary” (Capella University, 2023).

If Bob and Pam believe that the entire organization needs a leadership development program, why is the consultant presenting this as a voluntary initiative? This raises concerns about how the business objectives outlined in the contract can be achieved if there are apparent compliance issues that need to be addressed. Recently, a manager was dismissed for unethical behavior, which caused significant disruption within the organization. The lack of mention of ethics training to prevent similar incidents stands out in this context.

Topics to Discuss Before the Completion of the Contract Drafting

Regarding the contract’s mention of the process being voluntary, my concern is the absence of language indicating that the executive team is required to participate in the training. Based on my observations from the executive team meeting, this training is necessary. During the meeting, there were a few exchanges between the leaders that were concerning; this could hinder the project if the executive leaders oppose it from the outset. Therefore, the first point of clarification I seek, which is not addressed in the contract, is:

Entry and Contracting

Will executive leadership be required to participate in the training first, so they understand what they are expected to teach the organization’s leaders?

My next question pertains to instances of workplace discriminatory behavior I observed during the executive team meeting. Del Carmen Triana et al. (2019, p. 2424) suggest that “perceived workplace gender discrimination will negatively relate to work outcomes that are advantageous for an employee’s success in the organization.” During the meeting, Bertha, the manager of compliance, mentioned that her team plans to implement new regulations but requires a more direct relationship with Paul, the manager of the senior lending division, and his staff. Paul dismissed Bertha’s comment and “joked that Bertha is being pushy,” while the room laughed, though Bertha was not amused (Capella University, 2023).

This observation raises the question of whether diversity training should be part of the upcoming training. To understand the significance of diversity training, Fujimoto and Härtel (2017, p. 1123) explain that “current training programs include training on employees’ understanding of how to make use of different perspectives, acquiring cultural competence, knowledge, and communication skills, and diversity-specific training (e.g., sexual orientation awareness, gender, disability), as well as knowledge of Equal Employment Opportunity laws and other legislation.” With this situation in mind, here are some additional questions I believe are crucial for the successful completion of this project:

Entry and Contracting Will workplace discrimination training be included in the leadership development project? Will compliance training be integrated into the leadership development program? Will diversity training be part of the leadership development program?

Best Practices for Building Trust While Constructing a Sample Contract

Consultants cannot succeed without establishing lasting trust with their clients, from the start of the project through its completion and beyond. Building these trust bonds allows both parties to achieve a complete, proven, and repeatable process, while the consultant may also gain additional projects and referrals for more work. It is essential to identify best practices for building trust. This section will outline some of these best practices that can help foster trust between the client and the consultant.

Nikolova and Möllering (2015, p. 233) present the findings of a study that identifies “the creation of trust is constituted by three social practices.” In this context, they define trust as “a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behavior of another” (2015, p. 233). The following practices are critical for building trust between client and consultant:

PSY FPX 6730 Assessment 1 Entry and Contracting: Analysis of ABC Bank

“Signaling ability and integrity” (2015, p. 233). “Demonstrating benevolence” (2015, p. 233). “Establishing an emotional connection” (2015, p. 233).

The article further explains how these practices acknowledge “not just the client’s detached perception but the co-creation of cognitive and affective trust as the basis for the relationship” (2015, p. 233). Moreover, demonstrating vulnerability on both sides strengthens these essential trust bonds. Emphasizing its importance, Nikolova and Möllering (2015, p. 233) also note that a model was developed using “three main antecedents of perceived trustworthiness that enable trust — ability, benevolence, and integrity (ABI).” Although the ABI model does not fully capture the idea that trust sometimes requires a leap of faith, these principles provide a solid foundation for building long-lasting trust between both parties.

Conclusion

ABC Bank recognizes that overcoming its internal challenges will require leadership development initiatives and other forms of training. As the bank faces a critical juncture, the commissioning of an external consultant by Bob, the CEO, and Pam, the Human Resources Director, is crucial for the bank’s long-term health. Despite some concerns and differing opinions among the executive leadership, I believe the consultant will succeed in this endeavor.

No one wants to experience the same outcome as Jerry, the previous manager, who faced consequences for evading compliance and exhibiting poor leadership. This is another reason why this program should be mandatory for all leaders at all levels, rather than voluntary. Ideally, ABC Bank will benefit from a self-sustaining leadership development program that allows for growth and adaptation as the organization evolves.

References

Del Carmen Triana, M., Jayasinghe, M., Pieper, J. R., Delgado, D. M., & Li, M. (2019). Perceived workplace gender discrimination and employee consequences: A meta-analysis and complementary studies considering country context. Journal of Management, 45(6), 2419-2447.

PSY FPX 6730 Assessment 1 Entry and Contracting: Analysis of ABC Bank

Fujimoto, Y., & Härtel, C. E. J. (2017). Organizational diversity learning framework: Going beyond diversity training programs. Personnel Review, 46(6), 1120-1141. https://doi.org/10.1108/PR-09-2015-0254