"The limitation of third-party help comes from the separation between the discovery and the doing. Third-party recommendations have to be sold to management, and then management has to either mandate or sell the ideas to the employees. The very process of selling is based on flawed premises: it pretends that there is a right answer to the problem, that the consultant or design team knows the right answer, and that, in good engineering fashion, the line organization can (and should) be persuaded to accept the answer and act on it.
In some cases, especially when the problem is strictly technical in nature, there may be a right answer, and it may be accepted and implemented on its own merits. In most cases, however, this thinking is naive. Whenever there are questions of management or employee commitment, or issues of developing new skills or new organizational relationships, the prescriptive engineering or medical model ends in modest change at best. At worst, even if the third party's answer is right, it still may not be acted on, even with unqualified management sponsorship.
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When the goal is to build internal commitment to a set of changes, selling is the worst way to do it. People will resist change that is inflicted on them, no matter how compelling the case.
The power of the whole-system approach lies not so much in management sponsorship but in the high engagement and involvement of the entire organization. The whole-system process doesn't proceed without sponsorship, for management will be in the room, but it doesn't bet on sponsorship so heavily. It is a bet on collective knowledge, collective purpose, and the commitment that grows out of deciding for oneself."
Trechos retirados de "Flawless consulting: a guide to getting your expertise used" de Peter Block.
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