Intervention theory1 and the consulting process2 have developed to provide more effective methods by which organizational change is conducted. These methods have emerged in order to operationalize a theory of changing rather than a theory of change. The latter is what Bennis3 found to be the focus of most discussions on organizational growth and change; yet a theory of changing is needed to create planned change in organizations and not just to explain natural change after the fact.4Consulting Approaches – (What’s best for your Client?)
People problems are very varied; they can also be complex. There is no all-embracing theory for understanding them and no magical formulas guaranteed to solve them. The problem-solver, where people problems are concerned, must be an experimenter. There are, however, a few guidelines which, if observed, will help to save the problem-solver from wasting time and effort on ultimately unprofitable activities.
Developing successful partnerships can only be accomplished if there is a strong and shared sense of vision. It is the cornerstone, and launching point for successful partnering efforts.
Visioning in a partnership if different form other uses of the word. It is much more than a defined set of shared goals and aspirations. It exists to offer a tangible guidance system which provides direction to both parties and helps them carry out their larger goals. Such a system enables partnerships to overcome obstacles and achieve results. When they lack vision they tend to drift around, or fall apart.
Managing Change for Competitive Success – Questionnaire
This interview structure is designed to help interviewees talk about their principles and core values about leading which guide their behavior at work. In each section, interviewees are asked about their proposals for change and how they should be implemented and then asking why they feel implementing such proposals are necessary. It is this “why” question which is the most important. It is the answers to these “why” questions that particularly should allow comparisons between each interviewee’s guiding principles and values of leading, in specific situations. It should then help us decide how we are going to develop a coherent sales strategy by understanding what people mean by:
- “building a rich, engaging purpose”
- “creating more effective management processes”
- “developing their capabilities and broadening the way they look at the world of work”
In one of my clients in the food engineering sector, I estimated that only 1:12 quotes were successful. What are the implications of this situation, apart from not making your “Nut”?
- Effort devoted to lost causes
- Good opportunities starved of resources at the right time
- Internal relationships between sales engineer and other suppliers
- Damaged Sales credibility due to poor forecasting
So, here’s a test. At your next Sales Meeting checkout to see if people are on the same page. You might use different terminology but the principle is the same. Can you get your people and those that support them “on the same page”. Here’s some definitions to check out with them.