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FLAWLESSCONSULTINGSECOND.!I/V . JEDITION
PETER BLOCKFLAWLESSCONSULTINGSECONDEDITIONA GUIDE TO GETTINGYOUR EXPERTISE USEDIllustrated byJAMS NOWLANtfeifferA Wiley I m p r i n twww.pfeiffer.com
Copyright 1981 by Peter Block, 2000 by Peter Block and John Wiley & Sons, Inc.Illustrations copyright 1978 by Janis Nowlan, 2000 by Janis NowlanPublished by PfeifferA Wiley Imprint989 Market Street, San Francisco, CA 94103-1741 www.pfeiffer.comISBN: 978-0-7879-4803-0Library of Congress Catalog Card Number 99-6430Contact Peter Block at: pbi@worldnet.att.netLibrary of Congress Cataloging-in-Publication DataBlock, Peter.Flawless consulting: a guide to getting your expertise used /PeterBlock; illustrated by Janis Nowlan.-2nd ed. p. cm.ISBN 0-7879-4803-9 (acid-free paper)1. Business consultants. I.Title.HD69.C6 B571999001'.023'73-dc2199-6430No part of this publication may be reproduced, stored in a retrieval system, or transmitted in anyform or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise,except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without eitherthe prior written permission of the publisher, or authorization through payment of the appropriateper-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA01923,978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to thepublisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc.,Ill River Street, Hoboken, NJ 07030,201-748-6011, fax 201-748-6008, or online athttp://www.wiley.com/go/permissions.Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best effortsin preparing this book, they make no representations or warranties with respect to the accuracy orcompleteness of the contents of this book and specifically disclaim any implied warranties ofmerchantability or fitness for a particular purpose. No warranty may be created or extended by salesrepresentatives or written sales materials. The advice and strategies contained herein may not besuitable for your situation. You should consult with a professional where appropriate. Neither thepublisher nor author shall be liable for any loss of profit or any other commercial damages, includingbut not limited to special, incidental, consequential, or other damages.Readers should be aware that Internet Web sites offered as citations and/or sources for furtherinformation may have changed or disappeared between the time this was written and when it is read.Pfeiffer books and products are available through most bookstores. To contact Pfeiffer directly call ourCustomer Care Department within the U.S. at 800-956-7739, outside the U.S. at 317-572-3986, or fax317-572-4002.Pfeiffer also publishes its books in a variety of electronic formats. Some content that appears in printmay not be available in electronic books.Acquiring Editor: Matthew HoltDirector of Development: Kathleen Dolan DaviesDevelopmental Editor: Leslie StephenEditor: Rebecca TaffSenior Production Editor: Dawn KilgoreManufacturing Supervisor: Becky CarreiioInterior Design: Bruce LundquistPrinted in the United States of AmericaPrinting 20 19 18 17 16 15 14 13 12
To Dorothy, with.love.
Also by Peter BlockStewardship: Choosing Service over Self-InterestThe Empowered Manager: Positive Political Skills at Work
ContentsPreface to the Second EditionxvPreface to the First EditionxxiAcknowledgmentsxxvChapter 1 A Consultant by Any Other Name .1Some Definitions and Distinctions2Consulting Skills Preview6The Promise of Flawless Consultation8Chapter 2 Techniques Are Not Enough13Beyond Substance14The Consultant's Assumptions16The Consultant's Goals18Developing Client Commitment—A SecondaryGoal of Each Consulting Act20Roles Consultants Choose21Collaboration and the Fear of Holding Hands27Staging the Client's Involvement—Step by Step29Checklist #1 Assessing the Balance of Responsibility36
Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Flawless Consulting37Being Authentic37Completing the Requirements of Each Phase41Results47Contracting Overview53Contracting—The Concept and the Skill54Contracting Skills58Elements of a Contract59Checklist #2. Analyzing One of Your Contracts67Ground Rules for Contracting67The Contracting Meeting69Who Is the Client?70Navigating the Contracting Meeting71The Problem with Saying No95Checklist #3. Planning a Contracting Meeting98Selling Your Services—Good Selling Is Good Contracting99The Meeting As a Model of How You Work102Closing the Contracting Meeting104After the Contracting Meeting104Checklist #4. Reviewing the Contracting Meeting105The Agonies of Contracting107Dealing with Low Motivation107Ceaseless Negotiation—The Shifting Tide of Your Role110Some Other Specific Agonies114The Bonner Case116A Look into the Bonner Case125The Internal Consultant129Important Differences Between Internal' and External Consultants130Triangles and Rectangles133X,Flawless Consulting, Second Edition
Chapter 8Understanding Resistance139The Faces of Resistance140What Are Clients Resisting When They Are Resisting Us?148Chapter 9Chapter 10Chapter 11Chapter 12Underlying Concerns151Sometimes It Is Not Resistance153The Fear and the Wish154Ogres and Angels157. and Heroics158Dealing with Resistance161Three Steps163Don't Take It Personally168Good Faith Responses169Consulting with a Stone170From Diagnosis to Discovery173The Call to Action175Juggling the Presenting Problem179How the Problem Is Being Managed182A Reminder186Getting the Data189The Steps in Getting Data189Assessing How the Problem Is Being Managed194The Data Collection Interview197A Final Comment on What to Look For201Checklist #5. Planning a Data Collection Meeting204Checklist #6. Reviewing the Data Collection Meeting207Whole-System Discovery207Third-Party Consulting208Taking a Whole-System Approach210Putting Whole-System Discovery to Work212The Payoff214Contentsxi
Chapter 13Preparing for FeedbackA Clear Picture May Be EnoughSome Do's and Don'tsLanguage in Giving FeedbackA Preview of the Feedback Meeting . AsCourtroom DramaSupport and ConfrontationChapter 14Managing the Feedback MeetingFeedback Concepts and Skills How toPresent Data Structuring the Meeting TheFeedback Meeting—Step by StepResistance in the Feedback MeetingChecklist #7. Planning a Feedback MeetingConducting a Group Feedback MeetingChecklist ##. Reviewing the Feedback MeetingFeedback Skills SummaryChapter 15ImplementationChoosing Engagement over InstallationDeciding Doesn't Get It Done The CaseAgainst Installation Betting onEngagement A ReminderChapter 16Strategies for EngagementFeelings Are FactsSupporting the Emotional SideThe Meeting Is the MessageInnovative Engagement in Five Easy PiecesThe Choice for AccountabilityChapter 17Some Tools for EngagementMethods You Can Really UsexiiFlawless Consulting, Second Edition
Chapter 18Chapter 19AppendixChecklist #9. Preparing for Implementation302Mixing Metaphor and Methodology303Checklist #20. Reviewing an Implementation Effort304Ethics and the Shadow Side of Consulting307The Promise309The Commercialization of Service309Growth Diminishes Can Undermine Service311Seller Beware322Owning the Shadow—Thoughts on What to Do323The Heart of the Matter327Choosing Learning over Teaching328The Struggle Is the Solution330Insight Resides in Moments of Tension335Capacities Bear More Fruit Than Deficiencies337We Are Responsible for One Another's Learning338Culture Changes in the Moment339If Change Is So Wonderful, Why Don't You Go First?341The Final Question Is One of Faith342Another Checklist You Can Use343To Get an Overview344Before You Negotiate Your Next Contract, Remember.346Before You Go into the Data Collection and DiscoveryPhase of Your Next Project, Remember.352Before You Go into the Feedback Phase of YourNext Project, Remember.357When You Encounter Resistance, Remember.360Before You Go into the Implementation Phase of YourNext Project, Remember.362To Create an Ethical Practice, Remember.366Suggestions for Further Reading368About the Author371Contentsxiii
Prefaceto the Second EditionFOR SOME YEARS I have resisted revising this book. It has been verysuccessful over the last twenty years, and I don't want to make itworse. It has done well around the world, and wherever I go people come up and tell me that the book has been of value to them.It has even earned me some respect in the eyes of my brother, Jim.He was in a meeting a while back with some nuns in a Catholicservice agency. One of the nuns asked him if he was Peter Block'sbrother and when he confessed that he was, the nun held up hercopy of the book and proclaimed, "In my work, this book is myBible!" He was impressed, and that is no small feat. So my concernis that in the enthusiasm to bring the book up to date, I will makeit current but no better.My other concern is that when I am often asked how my thinkinghas changed over the years, I struggle for an answer. The truth isthat, in ways that are central to the book, my thinking has not somuch changed as it has just gone deeper and wider into what Iknew then. I hope that in going deeper into what I know, I can beclearer and stronger in what I say, and in that way add value.On the other hand, much has changed over twenty years, and itseems worth the effort to bring the book into our current world.What was marginal in 1978 has become mainstream in 1998. Theideas in this book were born in the mid-Seventies when the vicexv
president of management information services at an Exxon affiliate realized that 60 percent of the recommendations his groupmade to the line organization were never implemented. He knewhis group's recommendations were well-conceived and relevant,but few clients used them.He had attended a management training workshop conducted byour employee relations department and afterward invited us todesign a consulting skills workshop for his systems group thatwould increase the implementation ratio of their recommendations. Neale Clapp and I worked on that project, and out of it camea successful consulting skills workshop that formed the basis forthe book.The idea that teams and personal relationships are critical to technical and business success was an innovative thought twenty yearsago. Now the value of teams and relationships is more widelyaccepted, at least intellectually. We may not be any better at working together, but at least we know it matters and are willing toinvest effort into building a more cooperative workplace.The reason the ideas in this book have endured over the years isnot so much because specific consulting skills are presented insuch overconfident specificity; it is more because of the persistentemphasis given to the emotional and personal dimensions of ourworkplaces. Even now, with all the rhetoric given to relationships,personal development, and even spirituality, our institutions stilloperate as if strategy, structure, and technology are what reallymatter.Relationships continue to be treated as a necessary inconvenience—as if relationships have to be endured and wherever thereis an opportunity to automate a transaction or communicate electronically, we take it. We are reaching a point where most phoneconversations involve a machine on one end, where learning froma television set or a computer terminal is considered an advantage,and where we encourage people to work at home, where humaninteraction is minimized in the name of serenity and a more balanced life.xviFlawless Consulting, Second Edition
What is difficult about managing relationships is that something isdemanded of us that technology and automatic routines do notrequire—the need to know ourselves and be authentic.Authenticity is simply being honest with ourselves and beingdirect and honest with others. For whatever the reason, authenticity continues to be rare in our workplaces. Most interactions carryan element of role play, positioning, and strategy. All are reflections of our wish to control our environment and the people in it.In some ways, this book is a long and detailed description of thelandscape of authenticity. What has stood the test of time is thatthis rare act is not only good for the soul, but also works very well.An authentic consultant is not an oxymoron, but a compellingcompetitive advantage, if unfortunately a rare one.What is difficult about authenticity is that it is a high-risk strategy.It swims upstream in a culture of control, which is where most ofour organizations remain. It also demands some faith in ourselves:We have to be tuned into the feeling dimension of our connectionwith others. Most of us have spent our days developing our brainand have left our body and its feeling parts behind, to be reclaimedat night. So even when we decide to risk being authentic, we havetrouble knowing how.Valuing the relationship between consultant and client and defining how to manage that relationship is where this book has foundits niche. The intent of this revision is to deepen and expand thewhite space between strategy, structure, and technology, which welabel relationship.One shift that has happened in recent years is the interest in thinking about organizations as human and living systems. Our workplaces are understaffed and shrinking, and organizations are in acontinual search for new structures and practices. The need forspeed and self-designed customized solutions has driven this shift.The importance of speed and on-the-spot decision making aboutservice and product changes the role of the consultant. The days oflong studies and expert-driven answers are passing. The task ofthe consultant is increasingly to build the capacity of clients toPreface to tiie Second Editionxvii
make their own assessments and answer their own questions.Plus, the shelf life of a solution is down to one minute. As soon asyou implement a recommendation, you start the process all overagain.The self-managing aspect of change is dealt with in the last part ofthe book, in which I have added chapters on implementation, asubject I essentially avoided in the first writing. I have also addeda new chapter on whole-system strategies. We now know how toinvolve larger numbers of people in rethinking their own workplace. I increasingly question whether the expert-driven model ofchange is ever useful and believe that, in most instances, givingrecommendations simply breeds dependency and distracts fromconfronting clients with their own responsibility.In the new chapters on implementation, I have tackled some of theconventional beliefs that unfortunately still interfere with our ability to help clients confront their challenges and decide how to proceed. Supporting all of those obstacles is a philosophy aboutchange in human systems that I also question more and more. Is itever legitimate to call ourselves"change agents"? It is common forconsultants to talk about how to "intervene" in order to achievechange in an organization. It may feel fine for us to intervene inanother's world, but which of us wants to be intervened upon? Ifwe are change agents, who are we trying to change? We can claimwe are trying to change systems, but systems are still people invarious formations. The mind-set that we can change another isrisky business. And what about the common phrase "change management"? Can change in fact be managed, and if it can, is it notsomeone else that we have in mind?The alternative is to realize that a crucial part of implementation isthe art of engagement, the ways to bring people together to createand plan how to make something work. This approach rests on theidea that shifts in the intangibles—relationships, commitment,accountability—are what make implementation succeed.It is paradoxical that while we increasingly question the value ofoutsider answers, and cynicism about the value of consulting is asxviiiFlawless Consulting, Second Edition
strong as ever, the world of external consulting has become widely commercialized. What once were the big six accounting firmshave now become the bigger three consulting businesses. In thebrief, but bright explosion of reengineering and the drive tobecome information-aged, change management and organizationimprovement consulting has become big business. The benefit ofthis is that the market for consulting has broadened and some ofthe softer aspects of consulting, such as process improvement,team building, and culture change, have been sold more effectivelyand thereby have gained wider acceptance.The dark side of this commercialization of change is that client disappointments growing out of exaggerated consultant promisesnow take place on a much wider scale. The price we all pay for thisis that each consultation that ends in disappointment breeds a cynicism that makes the next effort at change more difficult.One of the things that has always haunted me about consulting istruly knowing whether we are making a difference. My concernsabout whether either external or internal consulting really addsvalue grows out of some more profound changes in how I understand my own life and the work that I do. This is the attention Inow give to understanding the shadow side of existence. There isa self-serving aspect to each act of service. Consulting at its best isan act of love: The wish to be genuinely helpful to another. Touse what we know, or feel, or have endured in a way that lightensthe weight on another.The cost of our generosity, though, is that it carries within it ourwish for dominance and gratitude. To be seen as wise and right, tobe first with the insight, to claim credit for the changes in anotherare not gifts. They are subtle demands on a client to pay for ourhelp with currency more costly than money.I have deepened my understanding over the years of the extent towhich consultants are high-control people. There is no inherent sinin this, except that the control is packaged in the form of care. Bothinternal and external consultants are prone to measure the value oftheir help by whether today's consulting service leads to a demandPreface to the Second Editionxix
for more service tomorrow. The wish to continue to do more workfor a line manager for a long period of time is really the commercialization of care.Given these concerns and the exploitative potential of consulting,I have added a chapter on ethics and the shadow side of consulting. Included in this chapter are some thoughts about how wehave commercialized our services and what it means to call ourselves a business. There needs to be a better way of thinking aboutour practice independent of asking how our client feels about usand whether our business is growing.A final comment on what consultation means today: More andmore line managers now define their role as consultative orfacili-tative. Managers have moved from command and control tomore of a coaching function. In the movement to flatter, moreflexible organizations, a boss in control has become too slow andtoo expensive. The core of consulting is about social contractingand managing in a self-managing world. It will take only minorshifts in language for line managers to apply most of the methodsin the book to their own challenges of supervision.Peter BlockJuly, 1999xxFlawless Consulting, Second Edition
Prefaceto the First EditionTHIS BOOK IS FOR ANYONE who does consulting, even if you don'tcall yourself a consultant. You are consulting any time you are trying to change or improve a situation but have no direct controlover the implementation. If you have direct control you are managing, not consulting. The consultant's lack of direct control andauthority is what makes our task difficult and, at times, drives uscrazy. This book is about having leverage and impact when wedon't have direct control. Leverage and impact are what we wantand what we get paid for. Leverage and impact mean that ourexpertise is used and our re
Chapter 3 Flawless Consulting 37 Being Authentic 37 Completing the Requirements of Each Phase 41 Results 47 Chapter 4 Contracting Overview 53 Contracting—The Concept and the Skill 54 Contracting Skills 58 Elements of a Contract 59 Checklist #2. Analyzing One of Your Contracts 67 Ground Rules for Contracting 67
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Block (Ed.), The flawless consulting . fieldbook & companion (pp. 179-186). San Francisco: Jossey-Bass/Pfeiffer. Markowitz, A. (2001b). The case of Priscilla and the red pen. In P. Block (Ed.), The flawless consulting fieldbook . Faith in Families concludes on page 3.
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