Collaboration Strategies for Process Consultants
A third hindering factor, according to some of the respondents, for discord between an internal and external is the belief that externals earn large salaries -- larger than internals earn.
• Lastly, when circumstances combine to create competition, all respondents agreed, the possibilities for collaboration are weakened.
Enhancing Factors
• Respondents agreed that it is good when the external accepts a consulting assignment with an explicit agreement to involve the internal; only in this way can the external and internal possibly support each other's success. One external suggested that it is important to create an ally with the internal.
• When each finds his or her own complementary role within the project and talk openly about expectations, fears, and hopes with the other, the consulting project is enhanced by the relationship. One internal said, "By working together, (internals and externals) can leverage the system more effectively" (Gevirtz, 1999).
• Most importantly, the consultants agreed, contracting for mutual understanding is crucial to the success of the collaborative process. These agreements must include clear intentions, role clarification, responsibilities of each, objectives, identifying the people in the system that need to be present for each stage in the process, and creating a venue for surfacing difficult issues (Eisen, 1998).
It is important to acknowledge and appreciate the value both internal and external consultants bring. By acknowledging the individual values, strengths and weaknesses of internal and external consultants, the combined effectiveness of an external and an internal with their mutual client increases (Arrien, 1999).
The external consultants' strengths, for example, are that they hold a fresh view, are aware of current models, can challenge the conventional organizational wisdom and certain taboos, and through these efforts, hopefully develops credibility. Yet, external consultants do not know where the leverage points lie.
Internal consultants, on the other hand, have a working knowledge of an organization's culture, are aware of current models of change, know where the leverage points lie, and understand the technical aspects of a company, its personnel and history. Internal consultants have an understanding of what really "sticks" and have their pulse on the organization. Yet the internal consultant can be seen by those in the organization as having "...the same biases that impinge on them, thus [making them] slower to recognize that the internal consultant has something special to offer them" (Block, 1981, p. 106).
To create an effective collaboration, both the internal and external must market their skills and abilities to the client and to each other, identify and bring forward their biases, and determine how those biases may affect their work with each other and the organization (Allee, 1997). Support each other (external and internal consultant) so that the client, the client system, and the consultants benefit.
It is a good idea to partner, when appropriate, with other consultants in the system. When internal and external consultants acknowledge their separate strengths and weaknesses, they can find common ground. Common ground, according to Weisbord, is [next page]