Powerpoints
Achievement Goal Theory - Elliot & McGregor, 2001
- Achievement goals represent competence-relevant aims that individuals adopt and
pursue in achievement situations including the workplace
Achievement goals of leaders
Performance goals
- Focus on the other referenced competence issues
- Relative competence may be an important and crucial factor
- Leaders may feel threatened and criticized
Mastery goals
- Develop and gain competence by acquiring new skills and mastering new situation
- See creative input as a useful source of diagnostic information
Conclusion
- Leaders play an important role of the fate of creative ideas
- Employees should voice ideas considerately
- Leaders should try to focus on content
- Organizations should stimulate a mastery climate (self-improvement and self-referent
performance standards)
,The pygmalion effect
Our beliefs influence our actions and impact other beliefs causes other actions reinforce our
beliefs.
What is consulting and giving advice?
“... You are consulting any time you are trying to change or improve a situation but have no
direct control over the implementation…” - Peter Block, 1981
“... Management consulting is an advisory service contracted for an provided to organization
by specially trained and qualified persons who assist, in an objective and independent
manner, the client organization to identify management problems, analyze such problems,
recommend solutions to these problems, and help, when requested, in the implementations
of solutions” - Larry Greiner & Robert Metzger, 1983
Goals of consulting according to Kubr - 2002
- Help organizations achieve their goals
- Find solutions for management problems
- Identify and exploit new opportunities
- Enhance organizational learning
- Change implementation
Consulting Roles according to Schein - 1990
- Three models of helping:
- Expert, presupposes that:
- The client is fully aware of own problems, needs and objectives
, - The client can communicate them
- The client knows exactly which consultant to hire
- The client is able to implement solutions
- The client defines the service the consultant has to offer
- Doctor-patient, presupposes that:
- Client may not be fully aware of own problems/objectives, yes
identifies a ‘sick-area’
- Client reveals all information required for diagnosis
- After diagnoses consultant knows more than the client
- After diagnoses the consultant tells the client how to reach the
objectives (therapy)
- The client has to implement the solution (and can give wrong
information)
- Process consultation, presupposes even less, rather the ideal is:
- Joint diagnosis
- joint development of solution
- Client is the problem owner
- The consultant does not know the answers…
- … but helps to find the right questions with client
- Facilitates and enhances learning rather than client-dependency
- Client needs time to get use to surprising results
- Schein’s message: conditions for expert and doctor role rarely met, therefore more
process consultation.
- Process consultant interventions:
- Explorative inquiry: Tell me… what do you have in mind
- Diagnostic: Why do you think that…
- Action-alternatives: potential solutions done/considered by client
already
- Confrontive: bringing in new ideas without becoming expert/doctor
through alternatives, hypotheses, possibilities.
Classical/functionalist perspective - Schein & Saxton
- Consultants develop and deliver professional/expert knowledge to help organizations
in addressing their problems
- Focus on effective and validated methods
Popular journalist criticism
- Focus on revealing critical factions, opinions, experiences ets. of consultancy in the
broader society
- Critical newspaper articles and books showing danger of failures, negative
consequences for employees, while increasing MCs turnover
- These accounts are often playful and non-threatening. A form of cynicism that rather
that truly resits more confirms the status quo
Critical perspective
- Problematization of (1) consultancy as profession and (2) the nature of knowledge for
their services, (3) outcomes/results
- Focus on impression management and rhetorical strategies of consultants to support
their knowledge claims and enhance their business
, Sturdy - 2009
- Rationalizers (cutting staff members)
- Ideologues/imperialist (rational capitalist white male)
- Money wasters (comfort blanket and/or legitimator)
- Ideas lack substance & novelty (theoretical with doctors)
- Self interested, arrogant and parasitic
- Lack accountability and responsibility (who is/should be)
- Transparency of power & legitimacy of responsibilities
- Consultocracy
Kieser - 2002
“...it is pretty obvious that managers are becoming increasingly receptive to management
fashions and consulting”
Peterson - 1972
A fashion perspective: “...elements of culture do not sprint forth full blown but are made
somewhere by someone”
Achievement Goal Theory - Elliot & McGregor, 2001
- Achievement goals represent competence-relevant aims that individuals adopt and
pursue in achievement situations including the workplace
Achievement goals of leaders
Performance goals
- Focus on the other referenced competence issues
- Relative competence may be an important and crucial factor
- Leaders may feel threatened and criticized
Mastery goals
- Develop and gain competence by acquiring new skills and mastering new situation
- See creative input as a useful source of diagnostic information
Conclusion
- Leaders play an important role of the fate of creative ideas
- Employees should voice ideas considerately
- Leaders should try to focus on content
- Organizations should stimulate a mastery climate (self-improvement and self-referent
performance standards)
,The pygmalion effect
Our beliefs influence our actions and impact other beliefs causes other actions reinforce our
beliefs.
What is consulting and giving advice?
“... You are consulting any time you are trying to change or improve a situation but have no
direct control over the implementation…” - Peter Block, 1981
“... Management consulting is an advisory service contracted for an provided to organization
by specially trained and qualified persons who assist, in an objective and independent
manner, the client organization to identify management problems, analyze such problems,
recommend solutions to these problems, and help, when requested, in the implementations
of solutions” - Larry Greiner & Robert Metzger, 1983
Goals of consulting according to Kubr - 2002
- Help organizations achieve their goals
- Find solutions for management problems
- Identify and exploit new opportunities
- Enhance organizational learning
- Change implementation
Consulting Roles according to Schein - 1990
- Three models of helping:
- Expert, presupposes that:
- The client is fully aware of own problems, needs and objectives
, - The client can communicate them
- The client knows exactly which consultant to hire
- The client is able to implement solutions
- The client defines the service the consultant has to offer
- Doctor-patient, presupposes that:
- Client may not be fully aware of own problems/objectives, yes
identifies a ‘sick-area’
- Client reveals all information required for diagnosis
- After diagnoses consultant knows more than the client
- After diagnoses the consultant tells the client how to reach the
objectives (therapy)
- The client has to implement the solution (and can give wrong
information)
- Process consultation, presupposes even less, rather the ideal is:
- Joint diagnosis
- joint development of solution
- Client is the problem owner
- The consultant does not know the answers…
- … but helps to find the right questions with client
- Facilitates and enhances learning rather than client-dependency
- Client needs time to get use to surprising results
- Schein’s message: conditions for expert and doctor role rarely met, therefore more
process consultation.
- Process consultant interventions:
- Explorative inquiry: Tell me… what do you have in mind
- Diagnostic: Why do you think that…
- Action-alternatives: potential solutions done/considered by client
already
- Confrontive: bringing in new ideas without becoming expert/doctor
through alternatives, hypotheses, possibilities.
Classical/functionalist perspective - Schein & Saxton
- Consultants develop and deliver professional/expert knowledge to help organizations
in addressing their problems
- Focus on effective and validated methods
Popular journalist criticism
- Focus on revealing critical factions, opinions, experiences ets. of consultancy in the
broader society
- Critical newspaper articles and books showing danger of failures, negative
consequences for employees, while increasing MCs turnover
- These accounts are often playful and non-threatening. A form of cynicism that rather
that truly resits more confirms the status quo
Critical perspective
- Problematization of (1) consultancy as profession and (2) the nature of knowledge for
their services, (3) outcomes/results
- Focus on impression management and rhetorical strategies of consultants to support
their knowledge claims and enhance their business
, Sturdy - 2009
- Rationalizers (cutting staff members)
- Ideologues/imperialist (rational capitalist white male)
- Money wasters (comfort blanket and/or legitimator)
- Ideas lack substance & novelty (theoretical with doctors)
- Self interested, arrogant and parasitic
- Lack accountability and responsibility (who is/should be)
- Transparency of power & legitimacy of responsibilities
- Consultocracy
Kieser - 2002
“...it is pretty obvious that managers are becoming increasingly receptive to management
fashions and consulting”
Peterson - 1972
A fashion perspective: “...elements of culture do not sprint forth full blown but are made
somewhere by someone”
