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PSY FPX 8730 Assessment 3 An Analysis of the Consultation Phase of Discovery

Name

Capella University

PSY FPX 8730 Consultation Psychology

Prof. Name

Date

Analysis of the Consultation Phase

In the initial stage of the consulting process, known as the discovery phase, data is gathered from various sources to address the business problem effectively. This phase is critical as it aids the consultant in understanding the client’s requirements and in identifying both strengths and weaknesses within the organization (Block, 2011). Two primary approaches are utilized during the discovery phase: the strength-based approach, which assesses successful organizational systems, and the problem-based approach, which focuses on resolving areas needing improvement (Block, 2011). The consultant’s expertise guides the selection of the most appropriate approach based on the organization’s needs.

Engagement Strategies

Client engagement throughout the consulting process is pivotal for achieving successful outcomes, ensuring their active participation and facilitating decision-making (Tolchinsky, 2015). The discovery approach may involve either a third-party or whole-system approach, each offering unique advantages (Toussaint, 2015). While the third-party approach emphasizes consultant neutrality, the whole-system approach encourages self-assessment and engagement from all levels within the organization (Toussaint, 2015).

Case Study Summary

Levine Law Offices, specializing in personal injury and worker’s compensation, confronts challenges related to staff resistance towards adopting new technology (Meehan, 2016). Despite the potential benefits, employees perceive training as inadequate, resulting in communication breakdowns and management issues (Rogers, 2018). Key stakeholders, including legal teams, support staff, and management, play a crucial role in addressing these challenges (Meehan, 2016).

Key Stakeholders

The success of Levine Law Offices depends on the collaboration between legal and administrative teams, as well as the involvement of management, partners, investors, and clients (Meehan, 2016). Input from each group is essential during the discovery phase to effectively identify and address organizational issues (Darling et al., 2016).

Identified Behaviors

Employee dissatisfaction with training and communication breakdowns underscores the necessity for improved support and collaboration (Rogers, 2018). Addressing these issues is imperative for maintaining motivation and productivity levels within the organization (Rogers, 2018).

Goals and Challenges

Levine Law Offices aims to enhance efficiency, productivity, and client engagement through technological integration (Meehan, 2016). However, challenges such as distrust between teams and management’s perception may impede progress (Rogers, 2018).

Discovery Analysis

A combination of asset-based and whole-system approaches provides a comprehensive understanding of organizational dynamics (Block, 2011). Engaging representatives from all teams facilitates data collection and fosters collaboration (Toussaint, 2015).

Weaknesses

Both discovery approaches have limitations, including potential loss of focus in the whole-system approach and limited employee feedback in the third-party approach (Hoffman et al., 2016). Striking a balance between autonomy and structure is crucial for successful implementation (Cataldo et al., 2009).

Consulting Guidelines and Competencies

Effective communication, transparency, and cultural competency are fundamental for successful consulting relationships (Fung et al., 2012). Consultants must address client resistance and evaluate organizational climate to determine the most suitable course of action (Darling et al., 2016).

Ethical Considerations

Consultants must prioritize thorough discovery processes while adhering to confidentiality and privacy standards (Hoffman et al., 2016). Cultural biases and client-manager relationships should be considered to ensure impartial recommendations (Block, 2011).

Conclusion

The discovery phase is pivotal for identifying organizational strengths and weaknesses, laying the groundwork for effective interventions (Tolchinsky, 2015). By combining asset-based and whole-system approaches, collaboration is fostered, empowering employees to drive change (Hoffman et al., 2016). Addressing challenges and leveraging strengths will enable Levine Law Offices to navigate technological transitions successfully (Meehan, 2016).

References

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

Cataldo, C. G., Raelin, J. D., & Lambert, M. (2009). Reinvigorating the struggling organization: The unification of Schein’s oeuvre into a diagnostic model. Journal of Applied Behavioral Science, 45(1), 122–140. doi: 10.1177/0021886308328849

Darling, M. J., Guber, H. S., Smith, J. S., & Stiles, J. E. M. (2016). Emergent learning: A framework for whole-system strategy, learning, and adaptation. The Foundation Review, 8(1), 59-73. doi: http://dx.doi.org.library.capella.edu/10.9707/1944-5660.1284

Frerejean, J., Velthorst, G., van Strien, J., Kirschner, P., & Brand-Gruwel, S. (2019). Embedded instruction to learn information problem solving: Effects of a whole task approach. Computers in Human Behavior, 90(1), 117-130. https://doi.org/10.1016/j.chb.2018.08.043

PSY FPX 8730 Assessment 3 An Analysis of the Consultation Phase of Discovery

Fung, K., Lo, H-T., Srivastava, R., & Andermann, L. (2012). Organizational cultural competence consultation to a mental health institution. Transcultural Psychiatry, 49(2), 165–184. doi: 10.1177/1363461512439740.

Hoffman, D. L., Bechtold, D., Murphy, A., & Snymna, J. (2016). Strategic planning and fieldbased consulting. Small Business Institute Journal, 12(1), 1-9. Retrieved from https://www.sbij.org/index.php/SBIJ/article/view/252/196

Kilburg, R. R. (2017). Trusted leadership advisor: A commentary on expertise and ethical conundrums. Consulting Psychology Journal: Practice and Research, 69(1), 41–46. http://dx.doi.org/10.1037/cpb0000085

Meehan, M. (2016). The top trends shaping business for 2017. Forbes Magazine. Retrieved from https://www.forbes.com/sites/marymeehan/2016/12/15/the-top-trends-shaping-business-for-2017/#43bfb4f6a8a2

Rogers, A. (2018). Employees don’t trust their managers, and it’s hurting your bottom line. Forbes Magazine. Retrieved from https://www.forbes.com/sites/forbestechcouncil/2018/02/08/employees-dont-trust-their-managers-and-its-hurting-your-bottom-line/#4f6c05331f33

Toussaint, J. S. (2015). The framework for a whole-system transformation. Journal of Healthcare Management, 60(6), 386-389. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F1747594777%3Faccountid%3D27965

Tolchinsky, P. D. (2015). Accelerating change: New ways of thinking about engaging the whole system. Organization Development Journal, 33(4), 45-63. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F1792210809%3Faccountid%3D27965

Vogel, G. M. (2015). The trusted advisor. Public Integrity, 17(2), 221–222. DOI: 10.1080/10999922.2015.1002710

PSY FPX 8730 Assessment 3 An Analysis of the Consultation Phase of Discovery

Zhitlukhina, O. G., Babak, L. N., Rakutko, S. Y., Selezneva, E. Y., Denisevich, E. I., Berezhnova, E. I., Mikhalyova, O. L. (2018). Specificity of the relationship between project management and organizational culture. Journal of Entrepreneurship Education, 21(3), 1-9. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F %2Fsearch.proquest.com%2Fdocview%2F2125189828%3Faccountid%3D27965

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