Introduction
The review set out to discuss the statement "It is the consultant’s responsibility to facilitate client decision-making, not change the decisions the client would have made anyway" (Wickham and Wickham 2008).
To do so, the review firstly outlines the client- consultant relationship and the consultant’s responsibility and role once they are hired, in light of the work of prominent authors like Appelbaum (2004), Calvert (2005) and O’Mahoney (2010).
Then, the review analyses the client’s decision-making processes and consultant’s role in it, with help of authors like Wickham and Wickham (2008), Schein (1997) and Turner (1982). It specifically outlines the differences in Expert and Facilitator role of a consultant to highlight the difference in their impact on client’s decision-making process. It finally examines the Facilitator role of a consultant to facilitate client’s decision making process with the help of supporting theories.
In the further sections, the review critically examines the ethical approach to facilitate client’s decision making process. The authors like O’Mahoney (2010) and Czerniawska (2002) discusses the consultant’s need to be professional and ethical in facilitating client’s decision is empirical. However, they also highlight the dark side of consultancy in influencing the decision making for benefits of consulting firm or individual consultant.
Finally it draws conclusion based on the above discussion that the consultant as a facilitator should facilitate client to take appropriate decision and not actually change the decision which the client would have taken anyway for personal or consultant firm’s benefits. Also, it highlights the fact that the problem and the decision-making for ...
... middle of paper ...
...agement success, Management Decision, Vol. 37 Iss: 5, pp.394 – 404.
• O’Mahoney, J. (2010). Management Consultancy, 7th edition. Oxford University Press, p. 95.
• Turner, A.N. (1982). Consulting is more than giving advice, Harvard Business Review, Vol. 60 No. 5, pp. 120-8.
• Wickham, P. and Wickham, L. (2008) Management Consulting; Delivering an effective project. Harlow: Pearson Education, p.3, pp.214-233.
• Maister, D. (1991). How Clients Choose. [Online] Managing the Professional Service Firm, Free Press, pp.1-6. Available at http://davidmaister.com/articles/2/28/ [Accessed on 14th Feb 2011].
• Schein, E.H. (1990). A general philosophy of helping: process consultation, Sloan Management Review, Vol. 31 No. 3, pp. 57-64.
• Armbruster, T. (2006). [Online] The Economics and Sociology of Management Consulting. Cambridge: Cambridge University Press, pp.1-18.
My fourth decision-making process will be to develop alternatives to help solve the problem. My alternative will be to discuss with my supervisor about the issue I am having with the client. I can also confer with my colleagues about how to handle a situation like this especially if one of them had experienced this issue
In short, to make an ethical decision it appears that a professional is should consider a mixed methodology process to ethical reasoning. A process that first looks at reasonable and logical thinking, to determine what is best for the client, but also including a resolution process that recognized the reality that conflicts are expected and must be addressed in terms of what is right, legal and in the best interest of the client.
Princeton, 1963. Hailstone, Thomas and Rothwell, John. Managerial Economics, pp. 93-95. Prentice Hall, 1993.
an active instead of a passive role in his relationship with the client. Due to budget constraints, the
Coulter, M., Decenzo, D. A., & Robbins, S. P. (2013). Fundamentals of Management (8th ed.). Upper Saddle River, New Jersey: Prentice Hall.
Business owners may have a heightened sense of anxiety akin to fear once a consultant has been called. The business owner may think the consultant is coming to “change things.” These preconceive notions may affect attitudes and behaviors toward the consultant. This also may be typical in this type of situation surrounding the unknown of unknown persons invading their space (Sturdy, 1997). However, the true nature of the consultant is to simply help the business improve the perceived situation by assessing weaknesses, strengths and recommending solutions.
Fishman, S., 2007. Pros and Cons of Freelancing, Contracting, and Consulting. Retrieved December 11, 2008 from: http://www.nolo.com/article.cfm/catId/450464AB-FA7C-4AAC-B374F1BCE305E4DB/objectId/221FE3AA-D933-4595-B0ACEAA2082BC06F/111/159/ART/
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
I think the article does reinsure that there is ways to help the client based on what I think, however, I must always remember that there is a bigger picture than what I think, this being the client.
Robbins, S. P., Decenzo, D. A., & Coulter. M. (2013). Fundamentals of Management (8th ed.). Upper Saddle River, NJ: Pearson.
Consultant is defining a professional person who provides an expert advice in a particular area. A consultant is requested to help determine what treatment/services the client requires. A consultants also used their expertise to ensure that clients who require a particular type of knowledge or service (example:-a cardiologist for a client who had a myocardial infarction, a psychiatrist for a client whose risk for suicide needs to be assessed). Coordination of the consultant’s recommendations with other h...
Robbins, S.P., DeCenzo, D.A., & Coulter, M. (2013). Fundamentals of management (8th ed.). Upper Saddle River, NJ: Prentice Hall.
Robbins, S., Decenzo, D., & Coulter, M. (2013). Fundamentals of management. Upper Saddle River, NJ: Pearson Education, Inc.
Client(s) may be in the first stage of our design thinking sequences (Archer, 1984, p. 67), and then the designer job is to explore what is the problem, what do we want, what do they need: to produce a design to meet the requirements. The initial design problem presented to the designer may be poorly and incompletely described (McDonnell, 1997, p. 45...
Consulting the community will be a two way interaction where the intentions are to make the people well informed and understand about the development plan. Other than that, is to receive feedback and getting rough ideas on what the thing that the community really want to see in their neighbourhood. This stage is also important in advising the people that their input will influenced the decision making process at the end. Rather than the usual meeting where everyone sit behind the tab...