PSY FPX 8730 Assessment 3 An Analysis of the Consultation Phase of Discovery

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Capella University

PSY FPX 8730 Consultation Psychology

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Analysis of the Consultation Phase

The subsequent stage in the consulting process is the discovery phase, where data is collected from various sources before being utilized to address the business problem. This phase is essential as it enables the consultant to comprehend the client’s needs and identify both strengths and challenges within the organization (Block, 2011). Two methodologies can be employed during the discovery phase: the strength-based approach, which focuses on evaluating successful organizational systems, and the problem-based approach, which targets areas requiring resolution (Block, 2011). Consultants leverage their expertise to ascertain which approach is most appropriate for the organization’s needs.

Engaging the client throughout the process is critical for achieving successful outcomes, as it ensures their participation and facilitates decision-making (Tolchinsky, 2015). The discovery approach can be categorized as either third-party or whole-system, each offering distinct advantages (Toussaint, 2015). The third-party approach emphasizes the consultant’s neutrality, while the whole-system approach encourages self-assessment and engagement from all levels of the organization (Toussaint, 2015).

Case Study Summary

Levine Law Offices, which specializes in personal injury and worker’s compensation, is encountering challenges related to staff resistance to adopting new technology (Meehan, 2016). Despite the potential advantages, employees view the training as insufficient, resulting in communication breakdowns and management issues (Rogers, 2018). Key stakeholders, including legal teams, support staff, and management, play a vital role in addressing these challenges (Meehan, 2016).

Key People Involved

The success of Levine Law Offices hinges on the collaboration between legal and administrative teams, along with the involvement of management, partners, investors, and clients (Meehan, 2016). Input from each group is essential during the discovery process to effectively identify and address organizational issues (Darling et al., 2016).

Situational Behaviors

Employee dissatisfaction with training and communication breakdowns underscores the necessity for enhanced support and collaboration (Rogers, 2018). Tackling these issues is crucial for sustaining motivation and productivity levels (Rogers, 2018).

Key Goals and Challenges

Levine Law Offices aims to improve efficiency, productivity, and client engagement through the integration of technology (Meehan, 2016). However, challenges such as distrust between teams and management’s perceptions may impede progress (Rogers, 2018).

Discovery Analysis

Employing a combination of asset-based and whole-system approaches allows for a thorough understanding of organizational dynamics (Block, 2011). Engaging representatives from all teams facilitates data collection and encourages collaboration (Toussaint, 2015).

Weaknesses

Both discovery approaches have limitations, including the potential for loss of focus in the whole-system approach and restricted employee feedback in the third-party approach (Hoffman et al., 2016). Striking a balance between autonomy and structure is vital for successful implementation (Cataldo et al., 2009).

Consulting Guidelines and Competencies

Effective communication, transparency, and cultural competency are crucial for fostering successful consulting relationships (Fung et al., 2012). Consultants must address client resistance and evaluate the organizational climate to determine the most suitable course of action (Darling et al., 2016).

Ethical Considerations

Consultants must prioritize comprehensive discovery processes while upholding confidentiality and privacy standards (Hoffman et al., 2016). It is important to consider cultural biases and client-manager relationships to ensure unbiased recommendations (Block, 2011).

Conclusion

The discovery phase is vital for identifying organizational strengths and challenges, establishing a foundation for effective interventions (Tolchinsky, 2015). Combining asset-based and whole-system approaches promotes collaboration and empowers employees to initiate change (Hoffman et al., 2016). By addressing challenges and leveraging strengths, Levine Law Offices can successfully navigate technological transitions (Meehan, 2016).

References

Block, P. (2011). Flawless consulting: A guide to getting your expertise used (3rd ed.). Hoboken, NJ: Wiley.

Cataldo, C. G., Raelin, J. D., & Lambert, M. (2009). Reinvigorating the struggling organization: The unification of Schein’s oeuvre into a diagnostic model. Journal of Applied Behavioral Science, 45(1), 122–140. doi: 10.1177/0021886308328849

Darling, M. J., Guber, H. S., Smith, J. S., & Stiles, J. E. M. (2016). Emergent learning: A framework for whole-system strategy, learning, and adaptation. The Foundation Review, 8(1), 59-73. doi: http://dx.doi.org.library.capella.edu/10.9707/1944-5660.1284

Frerejean, J., Velthorst, G., van Strien, J., Kirschner, P., & Brand-Gruwel, S. (2019). Embedded instruction to learn information problem solving: Effects of a whole task approach. Computers in Human Behavior, 90(1), 117-130. https://doi.org/10.1016/j.chb.2018.08.043

PSY FPX 8730 Assessment 3 An Analysis of the Consultation Phase of Discovery

Fung, K., Lo, H-T., Srivastava, R., & Andermann, L. (2012). Organizational cultural competence consultation to a mental health institution. Transcultural Psychiatry, 49(2), 165–184. doi: 10.1177/1363461512439740.

Hoffman, D. L., Bechtold, D., Murphy, A., & Snymna, J. (2016). Strategic planning and fieldbased consulting. Small Business Institute Journal, 12(1), 1-9. Retrieved from https://www.sbij.org/index.php/SBIJ/article/view/252/196

Kilburg, R. R. (2017). Trusted leadership advisor: A commentary on expertise and ethical conundrums. Consulting Psychology Journal: Practice and Research, 69(1), 41–46. http://dx.doi.org/10.1037/cpb0000085

Meehan, M. (2016). The top trends shaping business for 2017. Forbes Magazine. Retrieved from https://www.forbes.com/sites/marymeehan/2016/12/15/the-top-trends-shaping-business-for-2017/#43bfb4f6a8a2

Rogers, A. (2018). Employees don’t trust their managers, and it’s hurting your bottom line. Forbes Magazine. Retrieved from https://www.forbes.com/sites/forbestechcouncil/2018/02/08/employees-dont-trust-their-managers-and-its-hurting-your-bottom-line/#4f6c05331f33

Toussaint, J. S. (2015). The framework for a whole-system transformation. Journal of Healthcare Management, 60(6), 386-389. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F1747594777%3Faccountid%3D27965