Case Study 2
PROCESS CONSULTATION IN A TRAINING DIVISION
Boundaries of what was discussable expanded as staff learned how to get what they needed and create solutions to realize success even under difficult circumstances.
The executive leader of an organization with an emerging training division called in the consultant to help him understand why a seemingly talented group of staff had tremendous difficulties coordinating and executing delivery of services. The consultant spent time observing group meetings and met individually with each staff person to gain insights into the relational aspects of the group and the design of the work. Although group dynamics were fraught with conflict and caused interference of smooth functioning, these dynamics shifted as the group began to engage in re-engineering their own work processes to bring about improvements.
First, the consultant introduced a process to help the group articulate mission, goals, values and beliefs about their division. Next, the group began to identify major work processes. Simultaneously, the consultant worked on individual and group skill sets to transfer facilitation and process thinking skills to allow the group to work autonomously. Each staff person assumed leadership for the re-engineering of a process area and each process was defined in terms of goals, measures and steps. Errors in delivery of services were now analyzed within a new framework and failures were understood in terms of process as opposed to people.
Simultaneously, the consultant partnered with organization leaders to understand the bigger picture issues such, as external and internal pressures on the division which impact success. The consultant then facilitated sessions where the staff had an opportunity to dialogue with leaders about challenges outside of their control, such as budget constrictions and client demands that override established protocol. Boundaries of what was discussable expanded as staff learned how to get what they needed and create solutions to realize success even under difficult circumstances. Issues once discussed outside of meetings, were brought into meetings and staff confidence increased as they began to understand the root causes of failure and assumed greater responsibility for their own success.