I learned that I need to work on being more assertive and express my wants and needs to clients. I realized that it’s just as important for the client to express what they want to see happen as it is for the consultant. The consultant/client relationship is a vital point to success. Open communication is needed throughout the entire project and it’s important for the consultant to realize that they can have an impact without control. What is so special about process consultation is it allows for the client to fix the problem; it allows them to take control and initiative with the consultants to solve the problem within their organization. I also learned that having this relationship with a client is the most effective, and it builds a solid, trusting base to the whole process.

In the future, I hope to build on the concepts I’ve learned from Block, Schein and Dixon. With all three of their perspectives, I learned that the consultant/client relationship is like forming a friendship. In the beginning of a friendship, we discuss with each other our similarities, differences, past stories, and possibly issues we have. As a friend, we are constantly in dialogue, and we help each other through tough problems. We are good listeners, mentors and share our expertise, but we (try) to let our friends figure out their problems on their own. Our friends may show some resistance to thoughts and advice we may share, but we have to ask them, “I see you are feeling uneasy about what I just said, can I explain further or do you want to talk about it?”

What I’ve learned about process consultation, and what I will take with me, is that it’s practical. It can be used in a formal or informal setting, in our workplace or at home. It is important to remember that it’s a working relationship and it’s all in what we say that helps the client realize their problem. Lastly, it’s important to have fun!

Thanks for a great semester! I’m glad I had the opportunity to work with HandsOn and also learn from my classmates. I look forward to using my expertise and the skills I’ve learned in Capstone next semester! Happy Holidays everyone!!

I started thinking back to our feedback meeting last week, and in fact, our entire project in general. I think Demetria and I did a good job of being very ethical with our client. For me, it wasn’t hard to be open and honest with her because we initially established a rapport that made this possible. I think we got very lucky to have a client that was understanding, and with our initial contracting meeting we all knew that it would be easy to work with each other. Of course, I’m sure we could have said things that would have caused resistance and uneasiness, but those comments wouldn’t have helped to solve the underlying problem.

It’s easy to see how I stayed ethical and maintained control of my values and beliefs during this process because we had a client who was wonderful; however, if we had a more difficult client, how would this have changed the process and my ethical standing? Listening to some examples from classmates clients’ has helped me sort through these thoughts, and I believe I would still stay true to myself. It’s is easier said than done though… as many things are. I’m sure throughout my career, whatever that may be, I will deal with some resistance and difficulty, and therefore my ethics may be tested a bit. Is it strange that I’m welcoming this challenge?

Okay, on to finishing this integration paper… good luck everyone!

This past Monday we were led through a facilitation on engagement and implementation. A large part of the facilitation was spent in a circle, literally. I never really  grasped the power of a circle until I became an Adult Learning student. This one particular circle the other night was not only engaging, but also a breath of fresh air. We spent the last half of the class, in this circle, going around and saying positive things about each individual. It was truly a powerful exercise and we all left feeling a little bit better about ourselves.

I started thinking after class about the power of a circle in my workplace and with our client. The setup at my workplace is fairly standard: stadium seating lecture halls, long and narrow conference rooms, and in most offices the desk separates the individuals. I think it takes certain people, and in my case faculty, who appreciate the power of a circular table. One of our periodontics faculty members has a circular table in his office, and he’s adamant that when we have a meeting in his office, we sit around that table. I didn’t realize until I started thinking about the power in a circle, but he gets it! It makes such a difference speaking with him around this space as opposed to across his desk. I believe a lot of this falls back on the individuals character, because it would be just as easy for me to speak with him across the desk; however he appreciates what I do and listens when I have questions, so this is his way of showing me that he cares – that during that meeting, we aren’t separated by numerous hierarchical levels.

As far as the power of the circle with our client, I think the same situation exists. From day one, and from our initial contracting meeting, our style with her was quite casual. We met at a local coffee shop and exchanged ideas, but this worked for us. With some consultants’ and clients’ this may not work as well, but in our case, we knew we could accomplish even more if the relationship was open. As a matter of fact, during our feedback meeting the other day we sat with our client at a circle table. It’s so easy and comfortable for conversation to flow this way, and what I appreciate is how it’s almost impossible to not look at each person you are talking to.

The power of the circle, and the power of the dialogue and engagement that takes place within that circle is huge. I think if we all sat around a circle more often,  during our meetings, seminars, lectures, and simple conversations, we would learn a lot more about the people we are interacting and engaging with.

Realistically, I will probably look for other job opportunities within the year, and again I will be the new person in an already present culture. This can be a very intimidating place, but I’ve also learned that it can be very rewarding. What will I bring to a new organization, a new culture? Dr. Carter also mentioned that administrative positions may not be able to have a huge impact on an organization’s culture, but I really believe I have played a large impact on the culture of my department. The person in the position before me made the department a very unwelcoming, almost negative place. Faculty and staff in my department would wait and come into the administrative suite after this employee would leave for the day, because it was that unpleasant to be around her. I have heard more times than I can count how nice it is to hear, “Is there anything I can do?” So, I do agree that an administrative person may not have a huge impact on the organization’s culture, but I also know that my department is a much more positive, warmer place because of little things like this. I guess it’s true what they say that “it’s the little things that count.”

I’m looking forward to using what I’ve learned from Dixon and Schein to flesh out the culture in my department. I know I have my own bias’s and thoughts, but I’ve never thought to ask the other faculty and staff what they really think or how they perceive things. My department is like a little family, so it’s easy to see when someone is having an off day or is peeved at someone else; however it will really take some good conversation to dig out the underlying thoughts of other faculty and staff. I look forward to seeing what develops out of the conversations with my co-workers, and if anything else, it may be a good therapy session.

As far as our consulting project goes, I think we are lucky to have a client who seems very open to the change and discovery process. They are willing to face the problem head on, and therefore have been supportive and provided us with answers and information that will help us discover as much as we can. I think discovery happens on both sides; the consultant is discovering more about an organization and the in’s and out’s, and the client is also discovering what needs to change. I think our client is at the “I’m ready to discover and change” point, and therefore is willing to take action on their problem.

We had touched on it a little in a previous class, but I had never really thought of the difference between a research approach and an action approach. When I first learned that through this project we would be doing discovery and data gathering, I immediately thought, “oh, we’ll be researching the organization and collecting information that will be useful.” Block says that research is understanding, and that understanding is enough. The action approach is a more in-depth, personal way of helping the client move through understanding the problem.

Act, jointly, involve, recognize, and understanding – these are all words within the text that describe how we want our discovery process to proceed. I want to make sure we use these words above as we work our way through the discovery process with our client.

Many things came to mind as I was reading the text and as we were talking during class. I remember when I first came to work here, the culture seemed much ingrained. Many of my co-workers have been in the same positions for 20+ years, so they have seen the School of Dentistry’s culture and climate change drastically. Each dean brings his own ideas on management and teaching practices, and this trickles down through the departments and clinics. The same principles apply to each department, and what each director brings to the table or has instilled in the faculty/staff/employees. It didn’t take me long to realize the culture of the school and the department, because the people I was surrounded by didn’t hide their thoughts and feelings towards the administration. I’m finally to the point, about 2 years later, where I am finally seeing the school through my own eyes and developing my own opinion. I’m also finally comfortable enough to talk about what changes I see that need to happen, and share what I am, and have been, pleased and disappointed with.

We talked about the culture being the memory of the organization. I also think that in a work setting like mine, the culture is also the memory of the department, which makes up the organization. My department has always done things a little differently than the rest of the school because we aren’t as focused on the clinical/teaching aspect. We solely do research, which either intimidates or confuses people. However, with the search for the new Director, everyone in the school seems to be invested in who this person will be and what he/she will be able to do for them. The rest of dental school is finally interested in our culture and climate change and what it will do for the organization. Are the faculty who have been around for 10, 15, 20+ years anxious about this new person, and how he/she will change the culture? It’s so different from the time I stepped foot into my position, where no one outside of my department seemed to care or invest interest in what went on, to now everyone wanting to know what’s going on, what will this person do, what will change?

I’ve walked through the school before and thought to myself, “if these walls could talk…” This makes me think about the memory of an organization – the memories and history of the dental school that make up the culture. Culture is a powerful word. Memory is a very powerful word, too. Understanding it completely seems impossible. I wonder if 20 years from now, if I walked back through the dental school and my department, would the values, beliefs, assumptions that make up the culture be the same?

I feel optimistic about our client for the consulting project. I also believe they have an issue within their organization that we can truly help them grasp and improve upon. One of my initial concerns was that I wouldn’t be able to help the client, or more-so that I didn’t have the consulting skills necessary to help them. Learning about process consultation has eased my worries. As I said in a post earlier, I think it will boil down to maintaining strong and open communication throughout the project. We, the consultants, will help the client walk through their concern and ultimately guide them in figuring out the issue for themselves. Sometimes, all we need is just another set of eyes and ears.

I’m looking forward to our contracting meeting. They want to meet us at a local coffee shop and I think that’s just great. I feel like we are starting out from the beginning on level that everyone is comfortable with. The step in the contracting meeting that I imagine will be hardest for me is wanting to offer solutions too quickly. I have had similar situations like this happen at work, and after the HRD overview class this summer, I realized I needed work on my coaching and mentoring. We learned that it’s important to be an active listener and be engaged in the conversation, but not to offer solutions too quickly, or at all. It’s important to let the client/mentee figure out the solution for themselves as it works best for them. Coaching and mentoring is perfectly okay, but try not to offer opinions or solutions right away. This is something I have to work on. I tend to insert my opinion quite frequently, and sometimes too quickly.

So, here I am, almost mid-semester and I’m feeling positive about where I stand. I’m excited and anxious to get this project rolling and learning as much as I can from a great organization!

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Credits: Google Images – countrypumpkins.net/

First, my most selfish reason, is how will this person affect my position and place within the department? I have been at my job now for almost 2 years and have formed a great bond with my supervisor. He is well aware of my first priority, aka school, and is 100% supportive of my education. When it comes down to it, we work well together, and it’s come to the point where I don’t have to ask him a hundred questions a day. Second, I’m anxious to see how a new Director works with the existing people, not only within my department, but within the school. Everyone seems to be impressed now, but how much can you really learn from someone in less than a weeks worth of time total. Third, I know my department needs change. I know that the other faculty and staff see it as well, but it’s still a scary thing bringing someone new into a “family” even when everyone is blatantly aware of these needed changes.

During my adventures of taking this candidate between both campus’s Thursday and Friday, I started thinking about the learning that will have to take place in within my department, the school, and the candidate. They all will have to learn many things, both individually and collectively. How will my organization (my department, my school) learn? Will it be difficult or easy for this new Director to learn about the make-up of the department? How long will it take him to learn those underlying aspects of the department? Will they all be able to truly embrace learning from each other?

All these questions went through my head as I heard this candidate being interviewed over 2 days. It helped me pull together different concepts of organizational learning, and how it really boils down to the individuals. We are learning so much of this from the case studies we are working on, and are realizing that the people within those organizations are the ones behind the changes. One person can’t – or shouldn’t – be able change everything, so I’ve realized that this one new candidate will not completely change my department. Improve is a better word. I hope that he can improve on the attitudes and ideas that are already ingrained, but also add a touch of something new. I suppose time will tell…

If I could go back now and advise, as I hope to one day soon after school is said and done, it will be interesting to see how my advising changes. Will I take into account all of my different clients more often? How much will the unwitting and ultimate clients play a part in my advising? Contracting can be a very complex process. As Schein points out in one of his case studies, it’s important to keep all the clients/contacts in mind and not forget who those individuals are.

On a side note, I found Nancy’s Checklist a great companion to Block’s Flawless Consulting. From what I’ve learned about consulting and contracting thus far, it seems like it boils down to having an open mind and communication. Being honest and upfront with all contacts and clients will help eliminate confusion and problems in the future. I appreciate that consulting can be about both parties learning from each other. Not only does the client look to the consultant for a form of help, but the consultant can learn just as much, if not more, from the clients he/she interacts with. As Nancy’s Checklist #8 says: Have fun!

8. VCU Work/Life Seminar: “Drive Away Happy – Car Buying Decisions”

VCU Human Resources is sponsoring a brown bag seminar. Virginia Credit Union will present “Drive Away Happy- Car Buying Decisions.” 20 participants/ may bring lunch.

13. Networking with Coffee:

Off-Campus Student Services and University Student Commons & Activities invite all university department and student organizations to participate in a weekly Commuter CoffeeBRAKE – an opportunity to share information about clubs, departmental news or upcoming events. Participants can interact with 50 to 100 nonresidential students.

As we’ve been talking and learning over the past few weeks, I’ve been trying to relate the concepts of Nancy Dixon and our class discussions into real-life situations. I was very impressed with VCU when I read the TelegRAM, because it seems to me that they are really trying to implement collective learning and collaboration. This week, since our reading was about the framework of organizational learning, I noticed some themes that could be related to these VCU events and ideas.

Nancy Dixon talks about generating information. She states that this is “encompassing both the collection of external data and the internal development of new ideas.” As I was reading the TelegRAM, I could see how VCU is trying to incorporate external ideas and bring them into the university. As far as the brown bag seminar goes, an outside speaker is coming in to discuss ideas and share information. Car buying decisions may not necessarily be something the participants can use in the work place, but if the speaker shares ideas on decision making processes, some of these concepts may be able to be transferred into the work setting.

I think generating information and ideas can happen in most any setting, and as we talked about last week, some of the most informal meeting places can be the best opportunities for learning. This is why the CoffeeBRAKE event stood out so much for me. I think it’s hard at any university, but especially at an urban school like VCU,  to have unity between off-campus and on-campus students/events/sharing of information. Most students move off campus after their freshman year, so trying to collaborate with them and getting them back into campus life can be a challenge. The CoffeeBRAKE event, which is being hosted by the Off-Campus Student Services and University Student Commons and Activities, is trying to bring together on and off campus students to form a bond and distribute a message.

Nancy Dixon talks about the ways to distribute information through the form of a message. In this case above, through these CoffeeBRAKE’s, messages will hopefully be shared about particular student events, information on clubs to join and regular news about what’s going on around campus. This informal event will also be a great place for students to form collective ideas and learn about new ways to make the campus a more unified community.

I think the most beneficial thing I’ve learned so far about organizational learning is that it can come in a number of forms. If I had read this TelegRAM a few years ago I don’t think I would have thought so deeply into it. I would have said, “oh, that’s a good idea” but never would have looked at what the underlying message is… That we all have something to learn from one another. Our differences and how we share and learn keeps it interesting.

“Difference, as uncomfortable as it often makes us, leads to learning.” – Nancy Dixon, page 95

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Some of this information was taken from the VCU TelegRAM for Faculty and Staff: September 11, 2009.