The Best Way to Determine Client Needs
"The consultant's primary purpose is to enable the client to figure out and make sense of what is really worrying her." (Shein, 2016) When we look at how it is that we determine the client's needs, this sense of help that is delivered by Shein must be always considered. Engaging the client as a partner or a sounding board is the best approach to determine need. Jumping right into an assessment or prescribing the solution before we actually get to the problem at hand is not only like a doctor/patient relationship as is stated in the slides for this week, but I would argue that it is more like a veterinarian/animal relationship.
The vet must get to the root of the concern with out much help from the animal. The animal can not tell the vet what is wrong, so they make an educated guess based on narrative from the owner, reactions of the animal, and test results. The diagnosis may be correct or may be totally wrong, but it is the vet's job to make their best educated guess as to the needs of the animal.
This of course is the vet's job description and they hone their practice knowing that the animals will never come in and verbally tell them what is wrong. As KM consultants, we must not turn into veterinarians. Our clients can tell us what is ailing them, so it is our job to make sure we diagnose the correct condition. We shouldn't jump to assessments and other tools and take away the client's voice.
Diagnosis of the correct condition is done by "having the ability to be empathetic to the client and to the client's situation yet not be 'content seduced' but to stay focused..." (Shein, 2016) Through empathy and information gathering, we can then help the client see the right path. This may include organizational assessments and more quantitative measures to help bring about the change needed. The path may not include quantitative measures to detect the problem or solution, but they may be needed after correction is in place to show improvement.
Communication extends throughout the organization as needed as well. Culture change is difficult, and is even more difficult if it is not explained and reasoned through. If tools and assessments are thrown at an organization without an explanation, that can be a bitter pill to swallow for many employees. If we sugar coat the pill with an explanation on why the assessments are necessary and the benefits that will be seen after they are complete, it may make the culture change easier in the long run.
Determining the client's needs starts with counsel and tools (both quantitative and qualitative) are used after the need has been established and explained. The assessments can only be effective if we are sure of what the problem is that we are helping to fix.
Reference:
Schein, E. H. (2016). Humble Consulting: How to provide real help faster. Oakland, CA: Berrett-
Koehler Publishers, Inc.
The vet must get to the root of the concern with out much help from the animal. The animal can not tell the vet what is wrong, so they make an educated guess based on narrative from the owner, reactions of the animal, and test results. The diagnosis may be correct or may be totally wrong, but it is the vet's job to make their best educated guess as to the needs of the animal.
This of course is the vet's job description and they hone their practice knowing that the animals will never come in and verbally tell them what is wrong. As KM consultants, we must not turn into veterinarians. Our clients can tell us what is ailing them, so it is our job to make sure we diagnose the correct condition. We shouldn't jump to assessments and other tools and take away the client's voice.
Diagnosis of the correct condition is done by "having the ability to be empathetic to the client and to the client's situation yet not be 'content seduced' but to stay focused..." (Shein, 2016) Through empathy and information gathering, we can then help the client see the right path. This may include organizational assessments and more quantitative measures to help bring about the change needed. The path may not include quantitative measures to detect the problem or solution, but they may be needed after correction is in place to show improvement.
Communication extends throughout the organization as needed as well. Culture change is difficult, and is even more difficult if it is not explained and reasoned through. If tools and assessments are thrown at an organization without an explanation, that can be a bitter pill to swallow for many employees. If we sugar coat the pill with an explanation on why the assessments are necessary and the benefits that will be seen after they are complete, it may make the culture change easier in the long run.
Determining the client's needs starts with counsel and tools (both quantitative and qualitative) are used after the need has been established and explained. The assessments can only be effective if we are sure of what the problem is that we are helping to fix.
Reference:
Schein, E. H. (2016). Humble Consulting: How to provide real help faster. Oakland, CA: Berrett-
Koehler Publishers, Inc.
I've found it next to impossible in my own practice to restrain myself when I (think) I see a clear ailment or concern. The emphasis here is on restraint and always working towards joint diagnosis and clarity. Consider the word, "joint." It suggests the ultimate egalitarian approach, patience, always being in step with the client, etc. The tension here is if/when the client becomes impatient -- this happens! "Please just tell me what you think we should do," will happen.
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