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

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

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Capella university

PSY FPX 8730 Consultation Psychology

Prof. Name

Date

Analysis of the Consultation Phase

The next stage in the consulting process involves the discovery phase, where data is gathered from various sources before being applied to solve the business problem. This phase is crucial as it helps the consultant understand the client’s needs and identify both strengths and issues within the business (Block, 2011). Two approaches can be used in the discovery phase: the strength-based approach, focusing on evaluating successful organizational systems, and the problem-based approach, addressing areas needing resolution (Block, 2011). Consultants utilize their expertise to determine which approach best suits the organization’s needs.

Engaging the client throughout the process is vital for successful outcomes, as it ensures their involvement and facilitates decision-making (Tolchinsky, 2015). The discovery approach can be either third-party or whole-system, with each having its merits (Toussaint, 2015). While the third-party approach emphasizes consultant neutrality, the whole-system approach promotes self-assessment and engagement from all organizational levels (Toussaint, 2015).

Case Study Summary

Levine Law Offices, specializing in personal injury and worker’s compensation, faces challenges with staff resistance to adopting new technology (Meehan, 2016). Despite the potential benefits, employees perceive training as inadequate, leading to communication breakdowns and management issues (Rogers, 2018). Key stakeholders, including legal teams, support staff, and management, are integral to addressing these challenges (Meehan, 2016).

Key People Involved

The success of Levine Law Offices relies on the collaboration between legal and administrative teams, as well as involvement from management, partners, investors, and clients (Meehan, 2016). Each group’s input is crucial during the discovery process to identify and address organizational issues effectively (Darling et al., 2016).

Situational Behaviors

Employee dissatisfaction with training and communication breakdowns highlights the need for improved support and collaboration (Rogers, 2018). Addressing these issues is essential to maintaining motivation and productivity levels (Rogers, 2018).

Key Goals and Challenges

Levine Law Offices aims to enhance efficiency, productivity, and client engagement through technological integration (Meehan, 2016). However, challenges such as distrust between teams and management’s perception may hinder progress (Rogers, 2018).

Discovery Analysis

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

Weaknesses

Both discovery approaches have drawbacks, including potential loss of focus in the whole-system approach and limited employee feedback in the third-party approach (Hoffman et al., 2016). Balancing autonomy and structure is crucial for successful implementation (Cataldo et al., 2009).

Consulting Guidelines and Competencies

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

Ethical Considerations

Consultants must prioritize thorough discovery processes and maintain confidentiality and privacy standards (Hoffman et al., 2016). Cultural biases and client-manager relationships should be considered to ensure unbiased recommendations (Block, 2011).

Conclusion

The discovery phase is crucial for identifying organizational strengths and issues, laying the foundation for effective interventions (Tolchinsky, 2015). Combining asset-based and whole-system approaches fosters collaboration and empowers employees to drive change (Hoffman et al., 2016). By addressing challenges and leveraging strengths, Levine Law Offices can navigate technological transitions successfully (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

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

Tolchinsky, P. D. (2015). Accelerating change: New ways of thinking about 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 trusted advisor. Public Integrity, 17(2), 221–222. DOI: 10.1080/10999922.2015.1002710

Zhitlukhina, O. G., Babak, L. N., Rakutko, S. Y., Selezneva, E. Y., Denisevich, E. I., Berezhnova, E. I., Mikhalyova, O. L. (2018). Specificity of the relationship between project management and organizational culture. Journal of Entrepreneurship Education, 21(3), 1-9. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F %2Fsearch.proquest.com%2Fdocview%2F2125189828%3Faccountid%3D27965