"one of the consultant's most important contributions to a client is a redefinition of the problem. The line manager begins by experiencing some pain: people are restless, equipment isn't working, output is down, the invoicing process is flawed, the line extension is running way late.Most consulting projects get started because managers feel pain. Once in a while, they get started because of a desire for further success or preventive measures, but most often there is some pain in the picture. When the organization feels the pain, managers start to describe for themselves why the pain exists. When their explanation of what is causing the pain is accurate, their attempts to solve the problem are usually successful. When consultants are called in, the line manager's attempts at solving the problem have not been that successful, or maybe the manager has no idea at all how to solve the problem. When a manager's attempts to solve the problem have not succeeded, it is probably because the manager's attempts to describe the cause of the pain have been inaccurate.The client's initial attempt to describe to us the cause of the difficulties is called the presenting problem. As a consultant, I never accept the presenting problem as the real problem without doing my own discovery and analysis. The presenting problem and the real (or underlying) problem are different. Because line managers start from an incomplete definition of the problem, their attempts at solution have not entirely worked out. Therefore, an important contribution for the consultant is to redefine that initial problem statement for the client."
Ao ler isto lembrei-me logo dos políticos que perante um sintoma doloroso, trabalham directamente para o resolver sem irem à causa. Aliás, não o resolvem, lançam fogo de artifício para fazer de conta que fazem alguma coisa (rush to a solution). Recordo:
- Set 2013 - "Obliquity"
- Abr 2020 - "to achieve success, we have to stop aiming for it"
"The last form of resistance is the client's desire for solutions, solutions, solutions: "Don't talk to me about problems; I want to hear solutions." Because the consultant is also eager to see the problems solved, some collusion can take place between consultant and client if the discussion of solutions is not held off a little.The desire for solutions can prevent the client from learning anything important about the nature of the problem. It also keeps the client dependent on consultants to solve these problems. If the line manager hasn't the patience or stomach to stop and examine the problem, then the solutions are not going to be implemented effectively."
Trechos retirados de "Flawless consulting: a guide to getting your expertise used" de Peter Block.
