Intervention
Implement solutions and influence change with strategic approaches. Intervention is where your insights become action and impact.
Organisations are highly connected systems producing a pattern of behaviour. Client problems nearly always involve technical and management systems. So whatever kind of consultant we are, we intervene in socio-technical systems.
Appreciating the nature of these systems can help us avoid problems that might derail us.
Total System Power: Understanding Your Position
These are conditions that we all experience. We are constantly moving in and out of these conditions. In each condition there are unique opportunities for us to empower the system in which we work. And in each condition there are pitfalls that lead us to act in ways that disempower the system.
Top
When you are responsible and in charge
Empowering: Communicate risks and opportunities. Give people work to respond to challenges.
Disempowering: Suck up responsibility when problems hit. Feel isolated and out of touch.
Bottom
When you are part of the group
Empowering: Experience problems and let higher-ups know so you can fix them.
Disempowering: Hold Tops responsible. Feel unseen and uncared for. Focus on anger and resentment.
Middle
When you are 'in between' and integrate
Empowering: Share intelligence and coordinate action across the system.
Disempowering: Get torn by conflicting demands. Receive little praise for your work.
Customer
When you are the system validator
Empowering: Partner with providers to deliver needed products and services.
Disempowering: Hold providers responsible. Feel angry, betrayed and powerless.
Influencing Without Authority
As a consultant, you often need to influence decisions and drive change without having direct authority. This requires strategic communication and understanding stakeholder dynamics.
Key Influence Strategies:
- •Build Credibility: Demonstrate expertise and reliability in your recommendations
- •Create Psychological Safety: Help stakeholders feel safe to take action on your recommendations
- •Engage Early Adopters: Identify and mobilize those ready to champion change
- •Tell Compelling Stories: Use narratives to make your case memorable and persuasive
Dealing with Resistance
Dealing with resistance is difficult and is the heart of good consulting. The key is to 'Say What You See' – simply describe what you are noticing.
Common Resistance Patterns & Responses:
Client flooding you with detail
"You are giving me more detail than I need. How would you describe it in a short statement?"
One word answers
"You are giving me very short answers. Could you say more?"
Changing the subject
"The subject keeps shifting. Could we stay focused on one area at a time?"
Pressing you for solutions
"It's too early for solutions. I'm still trying to find out..."
Questioning your methods
"You are asking lots of questions about my methods. Do you have doubts about the credibility of the results?"
Inattentive, low energy
"You look like you have other things on your mind and have low energy for this project?"
Client not taking responsibility
"You don't see yourself as part of the problem."
Conflict Handling Styles
Competing (Win/Lose)
Assertive and uncooperative. Pursue your own concerns at others' expense.
Collaborating (Win/Win)
Both assertive and cooperative. Work with others to find mutually beneficial solutions.
Compromising
Moderate on both dimensions. Give up something to gain something.
Avoiding (Lose/Lose)
Unassertive and uncooperative. Withdraw from the conflict.
Accommodating (Lose/Win)
Unassertive and cooperative. Neglect your own concerns to satisfy others.