Dear George - I think your question is useful for an inquiry
into the question of "What is the role of the consultant
in a learning organization?" I focus on your works "self
organizing." In my work as a client I try to help my
clients learn how to learn to solve their own problems. For
me, this process usually involves the following steps:
1. Collecting data about their situation
2. Presenting my analysis to them - this seems most
effective when I can frame it in an "unsayable" - language
that most of thought but have been unwilling to voice in
public or by framing it in terms of an opportunity that
intrigues them.
3. Giving them a series of models to organize themselves
to collect more data and create their own solutions.
4. Staying involved to: help them apply the models,
remind of the "unsayables" or "opportunity", and flat out
encourage them to keep on plugging through the mess. This
last part is an important, catalytic role for me - almost
inspirational to myself and some of my clients.
When this stuff works, my clients are able to do most of
what I did without me and in fact, take over most of the
work of solving their own problems/creating their own
solutions (in the practice areas in which I specialize).
What would a consultant as steward do? Does a steward leave
the client? How would a description as steward change
our ability to become a learning guide?
I would be interested in your response.
Charlie Fleetham
From: VNUU10B@prodigy.com (MR CHARLES B FLEETHAM)