Political Frame Discovery

Politics and Discovery in Consulting

Introduction

The intention of the discovery process in consulting is to gain a deep understanding of an organization's current situation, challenges, opportunities, goals, and values. This process typically involves conducting research, analyzing data, and engaging with stakeholders to identify areas of improvement and develop recommendations for action. The discovery process is thus a critical first step in any consulting engagement, as it helps to establish a shared understanding of the current state of the organization and the desired future state. It also provides a foundation for the development of a comprehensive and effective consulting solution that addresses the organization's needs and aligns with its strategic objectives.

Incorporating Issues of Politics into Discovery

When incorporating issues related to organizational politics into a Discovery approach as a consultant, it is important to first recognize and understand the various power dynamics, conflicts, and interests that exist within the organization. As Bolman and Deal (2017) point out, “Organizations are both arenas for internal politics and political agents with their own agendas, resources, and strategies” (p. 234). In every organization there is a political game that is being played and the consultant must be aware of this. The consultant therefore should be mindful that resistance will occur—and so “the challenge is how to help the client to be open to the discovery process” (Block, 1999, p. 163). In other words, “navigating through clients’ management styles and organizational politics and helping them to look objectively at the data are vital tasks” is of the essence (Block, 1999, p. 164). The first step is to realize that there are no technical problems—only questions to be asked and steps to be taken. Questions can be asked and answered in different ways, i.e., through conducting interviews, observing interactions and behaviors, and reviewing organizational documents and processes. But the point is to obtain the information to know what needs to be done to help the organization achieve its potential and reach its goals.

Issues of stakeholder commitment will likely arise. The consultant should use this understanding to identify potential challenges and opportunities related to the politics of the organization, and consider how these may impact the Discovery process. For example, if there is resistance to change from certain stakeholders, the consultant may need to find ways to engage them in the process or find alternative solutions that are more palatable to them.

It is also important to maintain a neutral stance and avoid taking sides in any political conflicts within the organization, while still acknowledging the various perspectives and interests that exist (Gasparetto et al., 2018). Maintaining a neutral stance helps to ensure that the consultant's evaluation and recommendations are based on objective analysis, rather than personal biases or political affiliations. Plus, this can help the consultant can gain the trust and confidence of all stakeholders, which is essential for effective communication and collaboration. Neutrality also helps to enhance the consultant's credibility and legitimacy, as stakeholders are more likely to view the consultant as an impartial and trustworthy advisor (Gasparetto et al., 2018). Finally, a neutral position can ensure that the focus remains on finding practical and effective solutions that meet the needs of the organization, rather than serving the interests of specific individuals or groups.

The consultant should also communicate transparently and openly with all stakeholders, being clear about the objectives of the Discovery process and the potential benefits for the organization (Block, 1999). This involves being clear about objectives, identifying the potential benefits, and listening actively to everything that is said. Ultimately, the consultant's goal is to use their understanding of organizational politics to facilitate a successful Discovery process that is able to identify and address the organization's challenges and opportunities in a way that aligns with the organization's goals and values. I would use what I have read about confronting clients, too—after all, they want it: that’s why they hired a consultant in the first place. So the consultant cannot be afraid to confront the client—but as Block (1999) points out, the language used should be supportive and non-punishing. I would make sure to know ahead of time what I want to say and prepare the points accordingly. It would also be important to be clear and direct so that the client is not confused. Yet, by preparing ahead of time, choosing the right time and place, being direct and clear, focusing on the issue, listening actively, offering potential solutions, and following up, a consultant can effectively confront a client and ensure that the project is on track.

Conclusion