Consultant's Craft: Improving Organizational Communication » (2nd Edition)

SUE DEWINE is Professor or Organizational Communication at Ohio University and former Director of the School of Interpersonal Communication for eleven years. She is author or co-author of seven books and over 50 publications and book chapters on interpersonal relationships at work, training and consulting. She is currently writing Misunderstandings at Work with Dan Modaff (2000). Sue has been a consultant for over 25 years with Fortune 500 companies, government agencies, associations, and academic institutions.

Written by a widely respected communication scholar and working consultant, The Consultant’s Craft combines theoretical savvy with practical, real-world experience to guide students as they work to improve organizations' communication practices.

PART I. OVERVIEW
1. The Craft of Consulting
Defining Craft in the Consulting Context
Organizational Communication and the Communication Manager
Application of Organizational Communication Principles
Intervention
Assessment
Skills Needed by the Communication Manager
Eight Principle Skills
Form 1.1: Self-Assessment Checklist for Organizational Communication Specialists
Activities of Communication Managers
The Consummate Trainer
Internal and External Communication Specialists: A Comparison
Common Factors
Differences Between Internal and External Consultants
Preferences for External or Internal Assistance
LESSONS LEARNED: A Consulting Story from Patrice Buzzanell Additional Resources
2. Defining Training, Consulting, Counseling, and Coaching
Helping Professions Training Skills Consulting Skills
Definitions of Consulting
Approaches to Consultation
Career Options LESSONS LEARNED: Some Practical Definitions for the Client Additional Resources
3. Stages of the Consultation Process and Developing Initial Credibilty
Stages of the Consultation Process
Initiation and Entry
The First Meeting
Developing a Contract
Sample Contract Data Collection Applying Skills to Resolve Issues: The Consulcube Model
Levels of Organization
Intervention Approaches
Categories of Issues
Application Models
LESSONS LEARNED: The Most Important Question to Ask the Client Additional Resources
PART II. IDENTIFYING COMMUNICATION PROBLEMS
4. Conducting Needs Assessments
How Do We Know When a Problem Exists?
Sampling Procedures
Random Sampling
Stratified Sampling
Data Collection Methods
The Questionnaire
Content Matrix
Structuring of Questions
Advantages and Disadvantages of Questions
Interviews
The Interview Guide
The Opening Statement
Note Taking
Avoidance Bias — Inducing Behavior
A Favorable Atmosphere
Advantages and Disadvantages of Interviews
Observations Critical Incidents Organizational Outcomes LESSONS LEARNED: What's Wrong with My Data?
Additional Resources
5. How Do We Know What We Have When We Have It? Data Analysis
Classic Errors in Data Analysis Effective Diagnosis
Objectivity
Feedback versus Handback
Frequency and Hypothesis Testing Content Analysis and Grounded Theory Multiple Approaches Tips for Analyzing Results SAMPLE REPORT LESSONS LEARNED: A Primer on Statistics. Do Numbers Lie?
Additional Resources
PART III. TRAINING AND CONSULTING STRATEGIES AND TECHNIQUES
6. Using Training Techniques
Lectures
Limitations
Advantages of Lectures
Features of Dynamic Lectures
Using Visual Information
Effectiveness of Visual Aids
Cautions in Using Visual Aids and PowerPoint
Video- and Computer-Aided Training/Online Training Self-Assessment Instruments
Benefits and Hazards of Self-Assessment Instruments
Effective Use of Self-Assessment Instruments
Case Studies
Types of Case Studies
Effective Use of Case Studies
CASE STUDY: Managing After the Merger: Feedback at BAS Small Group Activities Structured Experiences Role Play Simulations
Purposes of Simulation
Sample Simulation
Outdoor Games Sample Outdoor Games Designing and Directing Training CASE STUDY:What Would You Do?
LESSONS LEARNED: Training Techniques Most Likely to Succeed Additional Resources
7. Technology and Training and Consulting
Online Training Email Voicemail Tips for Using Voicemail LESSONS LEARNED: How Can the Consultant Keep Ahead of New Technologies?
8. Designing Consulting Interventions
Organizational Development and Intervention Categories of Intervention Diagnostic Interventions
Communication Audit
Sample Audit Instruments
Survey Feedback
Process Interventions
Process Observation
Confrontation Meeting
Negotiation
Executive Coaching
A Sample Coaching Interview
Problem-Solving Interventions
Decision-Making Interventions
Force Field Analysis
Sample Force Field Analysis Form
Synectics
Nominal Group Technique
The Delphi Technique
Strategic Planning
Designing and Directing a Consultation Intervention LESSONS LEARNED: Consulting Interventions Most Likely to Succeed Additional Resources
PART IV. CORRECTING COMMUNICATION FAILURES
9. Isn't Anyone Listening? Using Active Listening Techniques
Why Is Listening Important?
Types of Listening
Poor Listening
Myths about Listening
Poor Listeners: Who Are They?
Why Does Poor Listening Exist?
Active Listening: What Is It?
Tips on Listening for the Consultant and Clients LISTENING QUIZ LESSONS LEARNED: A Consulting Story from Susan and Peter Glaser Additional Resources
10. Why Are Meetings So Boring and Unproductive? Managing Meetings
Why Meet?
To Announce Organizational Changes
To Increase and Improve Solutions
To Gain Acceptance of a Decision through Participation
To Cultivate Members as Individuals
When Should a Meeting Not Be Called?
Roadblocks to Effective Meetings
Groupthink
Procedural Issues Techniques for Making Meetings More Productive
Directing Traffic
Separating Topic from Procedure
Identifying Roles
Group Leadership Preparation for Meetings
Learning about Participants
Attending to Logistics
Planning a Conference or Convention
MEETING LEADER CHECKLIST
Tips for Successful Meetings
LESSONS LEARNED: A Consulting Story from Anita C. James Additional Resources
11. When Your Client Asks, "How Can I Face this Audience?"
When Will I Ever Have to Give a Speech?
Speaking Internally
Speaking Externally
Knowing and Understanding Your Audience
How Will They React to the Content?
What Form of Presentation Will Deliver the Message?
What Is the Audience's Attitude Toward You and the Event?
How Long Should the Presentation Be?
Structure
First Impressions
Opening Remarks
Organization
Cause-To-Effect
Pattern
Chronological Order
Topical Approach
Problem-Solution Pattern
Closing the Sale Strategies
Credibility
Reasoning and Supportive Material
Persuasion
Emotional Appeal
Delivery
Obstacles to Effective Delivery
Extra Pizzazz
Tips on Public Performance CHALLENGE READINESS INVENTORY LESSONS LEARNED: A Consulting Story from Sue DeWine Additional Resources
12. Can this Group Work as a Team? Team-Building Techniques
Readiness for Team Building
When Not to Attempt Team Building
How to Determine Readiness
Readiness of the Organization
Team Development Questionnaire
Mind-Set of the Group
Advantages of Team Building Criteria For Evaluating Teams
Objectives
Structure
Energy
Atmosphere
Group Roles
Schein's Categories
Team Development Scale, by William G. Dyer
Maintenance Functions Boundary Management Functions New Groups Types of Organizational Groups Team-Building Session
Voluntary Participation
Debriefing Time
Openness and Trust
Guidelines and Confidentiality
Conflict Resolution
Group Activities LESSONS LEARNED: A Consulting Story from Sandy Cheldelin and Sue DeWine Additional Resources
13. How Do You Tell Clients What Kind of Job They Are Doing? Using Descriptive Feedback
Types of Feedback Effective Feedback
Useful Content
Timeliness
Clarity and Accuracy
Performance Appraisal Tips on Providing Feedback LESSONS LEARNED: A Consulting Story from Judith Sturnick Additional Resources
14. How Do I Cope With Difficult People? Dealing with People and Conflict
Identifying the Difficult Personality Dealing with the Difficult Person Conflict and Stressful Events
Types of Conflict
Conflict-Response Styles
A Conflict-Style Instrument
Stages of a Conflict Causes of a Conflict Analysis of a Conflict LESSONS LEARNED: A Consulting Story from David Seibold Additional Resources
15. How Can People Get Organized When the Rules Keep Changing?
Understanding Change Processes Types of Change Resistance to Change Explaining the Need for Change Gaining Support for Change Dealing with Expectations for Change Implementing Change Strategic Planning
Goals, Objectives, and Action
Plans Planning Model Consultant's Tips LESSONS LEARNED: A Consulting Story from Sue DeWine and Liane Gray Starner Additional Resources
16. Globalization and International Consulting - Mary Eicholtz
Understanding Culture
Individualist versus Collectivist Cultures
High and Low Context Cultures
Consulting in Another Culture Cultural Impact on Specific Interventions
Suggest Interventions in Different Cultures
Preparing Corporate Leaders for a Global Society Communication Behavior and Intercultural Business Success Managing Intercultural Communication Self-Assessment of Intercultural Communication Practices LESSONS LEARNED: A Consulting Story from Sue DeWine Additional Resources
PART V. EVALUATING SUCCESS
17. Evaluating the Impact of Training
Obstacles to Evaluation
Training Evaluation Myths
Inadequate Evaluation Methods
Criteria for Evaluation
Background Information
Levels of Evaluation
Kirkpatrick's Model
Evaluation Methods Training Impact Questionnaire LESSONS LEARNED: Did the Training Make a Difference in Performance?
Additional Resources
18. Strategies for Evaluating a Consultation
Criteria for Evaluating a Consultation
Evaluating the Consultant's Effectiveness
Evaluating the Consultant's Satisfaction
Evaluating the Client's Satisfaction
Evaluating the Projects Outcome
Professional Development
The Learning Needs Assessment Scale
Interpreting the Meaning of Statistics
Choosing Evaluation Techniques
LESSONS LEARNED: Did the Consultant Earn His Salary?
Additional Resources
PART VI. PROFESSIONAL DEVELOPMENT FOR THE CONSULTANT
19. Helping Clients Manage Personal and Professional Relationships at Work
Gender and Professional Relationships Relationships with Bosses and Clients Mentoring
Facilitated Mentoring
Benefits of Mentoring
Types of Mentors
Termination of Mentoring Relationships
Friendships at Work Romance at Work
Beliefs about Office Romances
Studies of the Effects of Office Romances
LESSONS LEARNED: How Can I Maintain Friendships and Professional Contacts at the Same Time?
Additional Resources
20. The Business of Consulting: Entrepreneurship, Marketing, Ethics, and Career Development
The Business Plan
Parts of a Business Plan
Forms of Ownership
Sample Budget Marketing
Identifying Your Market Niche
Getting the Word Out
Indirect Marketing Direct Marketing Websites Ethics
Obligations to the Client
Ethics and Professional Behavior
Career Development
Career Paths for Consultants
Financial Rewards of Consulting
Future Directions
Criteria for Evaluating One's Consulting Business
LESSONS LEARNED: Surviving the Consulting Business.
Additional Resources
References
Author Index
Subject Index