Consultants are hired to provide advice and guidance to their clients in order to help them reach their goals and gain market share. Problem-solving is at the core of what consultants do, especially in the role of business analyst or management consultant. Solving problems for customers, whether simple or complex, is the key value that consultants bring to every engagement. This article will discuss two powerful problem-solving techniques that consultants can use to break down their problems and tackle them like a professional.
It will also explore the tension between problem-solving and capacity-building, as well as the contradictory and tacit assumptions that managers and consultants hold when they undertake an initiative together. Recent research on the experience of consultants who specialize in organizational learning suggests that this frustration may stem from the contradictory and tacit assumptions that managers and consultants hold when they undertake an initiative together. The consultants interviewed had more sophisticated ways of addressing the paradox. A good consultant will help the client draw their own conclusions and, at the same time, will serve as a guide for the discussion.
Strategy consultants and problem-solving professionals recognize that developing knowledge requires practice and active listening skills. They understand that complex problems can have hundreds, if not thousands, of issues surrounding them and that it can be tempting to dig into them and analyze them all to find possible solutions. Consultants learn along with members of the organization through their regular interactions, although they are not formally part of the organization. The consultant's role differs depending on their orientation and the client's expectations.
Problem-solving and capacity-building approaches appear to be very different models of how consultants can act. Because the practice of organizational learning concepts requires the participation of both the mind and the heart, in addition to deeper levels of communication, consultants feel bolder when it comes to talking to clients about issues that should only be addressed as trust increases. In this situation, consultants feel committed to organizations beyond the term of certain contracts, because they feel that they belong to a community. By understanding these two approaches, consultants can better serve their clients by providing solutions that are tailored to their needs. Problem-solving is a key skill for any consultant looking to help their clients improve performance.
By understanding how to break down complex problems into manageable chunks, consultants can provide valuable insights into how best to tackle them. Additionally, by recognizing the tension between problem-solving and capacity-building, as well as the contradictory and tacit assumptions that managers and consultants hold when they undertake an initiative together, consultants can better serve their clients by providing solutions tailored to their needs.
