In association with Machwuerth Team International
The hectic pace of many change is viewed nowadays as problematic, yet restructuring and process optimisation are necessary for organisations that want to assert themselves in a dynamically changing competitive environment.
Internal consultants and process facilitators advise and provide support for executives and their divisions/teams for coping with upcoming change, a procedure that implies acting simultaneously on three levels:
On the contents level the change targets are formulated, the current situation diagnosed (strengths and weaknesses analysed ) and necessary steps defined.
On the methodological level the approach is determined, the required change architecture is created, project management is organised, procedures are structured and processes evaluated.
On the relationship level communication is designed, the culture and climate for the work of bringing about change are shaped, emotions are worked through and commitment and loyalty are developed.
While the executives concentrate on what needs to be changed, the process facilitator reviews, on an ongoing basis, the ability to change and the willingness to embrace change.
The pitfalls of business process facilitation
What are the specific pitfalls of process consulting to which many internal consultants succumb? How can you handle them?
1. You allow yourself to be roped in – and progress comes to a halt. The process consultant has to learn to perceive the contradictions in their role – to observe a process and, at the same time, to be part of it – and to structure it. They must ensure that the roles and responsibilities of all those involved in a process are properly clarified. They need observe the process sequence, time and again, from the perspective of an outsider and continuously reflect on their own involvement.
2. You are close to the hierarchy – and yet are a really long way off. By working together with the executives you can grasp at the coattails of power; before you know it you’re in the same boat as the executives, and rowing it along. Consulting needs another perspective. Process facilitators have to configure very carefully their closeness to and distance from all those involved in the process. Independence does not mean being noncommittal, but it does require relationships to be structured in a particular way and a process facilitator with the backbone to do this. The process facilitator gains authority through the quality of their services.
3. What you see is what you see – and already you’re mistaken. It’s amazing how often you’re right. In change processes lots of people are right; in change processes many different truths collide. Process facilitators have to be tolerant of different points of view, attitudes and aims. You need the ability to deal constructively with heterogeneous interests. You have to be willing to question your own view and engage with different perspectives. 4. You calm down – and in doing so cause upset. Everyone would like it best if the changes could happen without any noise. Unfortunately, some people get really upset. And that bugs executives. Process facilitators know how to work with resistance, are able to deal with emotions and can recognise the messages they convey.
5. You know everything better – and haven’t learned a thing. The longer you work as a consultant and process facilitator, the more vulnerable you become. Nothing makes you more conservative than success. Consulting for organisations and process facilitation requires a high degree of self-reflexivity. You have to be willing, over and over again, to submit to criticism your points of view, concepts and action strategies, to revise them and even, sometimes, to abandon them.
