PSY FPX 8730 Assessment 3

Analysis of the Consultation Phase

The second phase of the consulting process is the discovery phase, where information is collected from different sources prior to being used to address the business issue. This phase is important because it allows the consultant to understand the client’s needs and the strengths and problems of the business (Block, 2011). There are two styles to employ throughout the discovery process: the strength-based style, in which effective organizational systems are evaluated, and the problem-based style, in which problems that need to be solved are tackled (Block, 2011). Consultants will use their expertise to determine which style will best suit the needs of the organization.

Involving the client in the process is essential to effective outcomes since it involves the client and results in decision-making (Tolchinsky, 2015). The discovery method can either be third-party or whole-system, with both having strengths (Toussaint, 2015). While third-party emphasizes consultant impartiality, the whole-system calls for self-reflection and active involvement from all levels of an organization (Toussaint, 2015).

Case Study Summary

Levine Law Offices, a personal injury and worker’s compensation law firm, is struggling with employee opposition to new technology (Meehan, 2016). Although there probably are advantages, employees perceive training as inadequate, and this leads to communication breakdowns and management issues (Rogers, 2018). All of the most important stakeholders, including legal staff, administrative staff, and management, are essential to overcoming these problems (Meehan, 2016).

PSY FPX 8730 Assessment 3:Key People Involved

Success at Levine Law Offices is reliant on the combined advice of administrative and legal staff and the involvement of management, partners, investors, and clients (Meehan, 2016). Advice from each group has a significant role in the process of discovery in identifying and resolving organizational problems appropriately (Darling et al., 2016).

Situational Behaviors

Dissatisfaction by staff with training and communication breakdown points towards a demand for increased support and collaboration (Rogers, 2018). Resolution of these issues is essential in maintaining motivation and productivity levels (Rogers, 2018).

Key Goals and Challenges

Levine Law Offices aims to enhance efficiency, productivity, and client engagement through the assistance of technology (Meehan, 2016). Nevertheless, challenges such as mistrust between the management and employees as well as perception by the management may slow down the process (Rogers, 2018).

Discovery Analysis

Block (2011) facilitates the ability to fully understand organizational dynamics by utilizing a combination of whole-system and asset-based methodologies. Each team’s representation facilitates data collection and fosters cooperation (Toussaint, 2015).

Weaknesses

The two methods of discovery are complementary, with flaws that include potential lack of concentration if the whole-system method is adopted and reduced employee involvement with the third-party method (Hoffman et al., 2016). To achieve successful deployment, we must harmonize autonomy with structure (Cataldo et al., 2009).

Consulting Guidelines and Competencies

Effective consulting relations need effective communication, openness, and cultural competency (Fung et al., 2012). Consultants have to manage resistance from clients and assess organizational climate to determine the most suitable strategy (Darling et al., 2016).

Ethical Considerations

Consultants must prioritize detailed discovery procedures and adhere to confidentiality and privacy guidelines (Hoffman et al., 2016). We must consider cultural bias and client-manager dynamics to formulate unbiased recommendations (Block, 2011).

Conclusion

The process of discovery is crucial in revealing organizational strengths and challenges and serving as the foundation for effective interventions (Tolchinsky, 2015). Asset-based and whole-system approaches facilitate teamwork and allow workers to drive the change (Hoffman et al., 2016). Through problem-solving and leveraging strengths, Levine Law Offices can effectively respond to technological change (Meehan, 2016).

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

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Hoffman, D. L., Bechtold, D., Murphy, A., & Snyman, J. (2016). Strategic planning and field-based consulting. Small Business Institute Journal, 12(1), 1-9. Retrieved from 

https://www.sbij.org/index.php/SBIJ/article/view/252/196

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Meehan, M. (2016). The article discusses the top trends that are shaping business for the year 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 article provides a framework for a comprehensive 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

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

Tolchinsky, P. D. (2015). Accelerating change: New ways of considering and engaging the whole system. Organization Development Journal, 33(4), 45-63. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F1792210809%3Faccountid%3D27965

Vogel, G. M. (2015). The work is titled “The trusted advisor”. Public Integrity, 17(2), 221–222. DOI: 10.1080/10999922.2015.1002710

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