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PSY FPX 8730 Assessment 2 Entry and Contracting Evaluation


Capella University

PSY FPX 8730 Consultation Psychology

Prof. Name


Consultation Initiation and Contract Negotiation

Consulting endeavors greatly rely on effective communication and negotiation during contract initiation with clients. This process involves delineating contract parameters, organizational needs, and data acquisition processes (Block, 2011). Despite technological advancements, establishing trust and rapport remains pivotal for enterprises when selecting consultants, highlighting the significance of trust and credibility in fostering productive partnerships (Vogel, 2015).

Contract Overview

The contract with ABC Bank encompasses various expectations, including project objectives and ethical considerations essential for maintaining confidentiality and ethical standards during data handling (Block, 2011). While the contract adequately outlines consulting timeframes, evaluation criteria, and program outcomes, there are noticeable areas for improvement.


The contract commences by addressing business, learning, and organizational development objectives, providing a foundational framework for the project (Block, 2011). It aims to enhance leadership skills and ethical behaviors among staff, yet certain deficiencies exist.

Additional Recommendations

Several critical topics are absent from the ABC Bank contract, warranting attention to ensure a fruitful collaboration (Block, 2011). Clear delineation of compensation expectations, termination protocols, and detailed deliverables are imperative for both parties’ clarity and satisfaction.

Discussion Topics

Preliminary discussions are vital to ascertain project objectives, organizational climate, and constraints (Block, 2011). Key discussion points include project objectives, organizational constraints, required information, budget allocation, and expected outcomes.

PSY FPX 8730 Assessment 2 Entry and Contracting Evaluation

Best Practices

Establishing and nurturing a robust consulting relationship is paramount for project success and client satisfaction (Block, 2011). Building trust through transparent communication and addressing underlying client concerns foster a conducive environment for collaboration and problem-solving.


While business landscapes evolve, the importance of robust client-consultant relationships remains constant (Vogel, 2015). Transparency, open communication, and integrity serve as cornerstones for becoming a trusted advisor, facilitating successful consulting engagements (Maister, Green, & Galford, 2000).


Ben-Gal, H. C., & Tsafrir, S. S. (2011). Consultant-client relationship: One of the secrets to effective organizational change? Journal of Organizational Change Management, 24(5), 662–679.

Block, P. (2011). Flawless consulting: A guide to getting your expertise used (3rd ed.). Hoboken, NJ: Wiley.

Kilburg, R. R. (2017). Trusted leadership advisor: A commentary on expertise and ethical conundrums. Consulting Psychology Journal: Practice and Research, 69(1), 41–46.

Ko, D. (2014). The mediating role of knowledge transfer and the effects of client-consultant mutual trust on the performance of enterprise implementation projects. Information & Management, 5(1), 541–550.

PSY FPX 8730 Assessment 2 Entry and Contracting Evaluation

Maister, D. H., Green, C. H., & Galford, R. M. (2000). What is a trusted advisor? Consulting to Management, 11(3), 36–41. Retrieved from­Trusted­Advisor.pdf

Vogel, G. M. (2015). The trusted advisor. Public Integrity, 17(2), 221–222.

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