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Five questions to ask a potential consultant







Five questions to ask a potential
consultant

Five questions to ask a potential
consultant
07/21/2002 10:36 PM

CNET Jul 21 2002 10:12PM ET




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Five questions to ask a potential consultant

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notebookDave Snowden has a lot of nerve. The founder of the IBM Cynefin Centre doesn't stop at saying that collecting 'best practices' and most other accepted Knowledge Management activities are largely fruitless (he makes an exception for standard practices in highly prescriptive jobs, and proven, authorized practices in high-risk and high-security situations). He is almost as disdainful of many of the idealistic goals of Personal Knowledge Management -- helping front-line workers to do their jobs more simply and effectively and to find experts they can draw on and network with. If the tools to do PKM aren't adequate, he maintains, the answer is to create better tools, not show people how to use deficient ones (and creating tools is IT's job, not KM's). One of the things he thinks KM should be doing is helping management understand and lead their organizations more effectively. Management is, after all, the group paying for organizations' KM activities, and a group that is, in most organizations, far from happy with what KM has delivered. Snowden argues that the best way for KM to help management is to be a kind of 'cultural anthropologist' in the organization you are working in or advising.

One of the ways anthropologists study and understand tribes is by listening to and gathering stories. Analogously, Snowden says, it's important that KM people get out and spend time on the front lines really understanding what the organization's real stories are -- not the ones that appear in the mission statement or the company newsletter, which say what management wishes the company culture was, but the peer-to-peer stories that truly define the organizational culture, drive what people really believe and do and how they act, and make the company, for better and for worse, what it truly is. To gather those stories, you must be as honest as an anthropologist, not try to do it surreptitiously, because people only tell the real stories to people who have gained and earned their trust. Snowden has developed very sophisticated and rigorous processes for doing so, which he details in his 'masterclass' called Using Narrative in Organisational Change,, which you can now buy on CD-ROM.

In Thomas King's book The Truth About Stories, King argues that if you want to change a culture, you need to change its story, because that's all a culture is. I don't know that Snowden would disagree, but he would argue, I think, that changing an organization's real stories is not so easy. That's why mission statements don't work -- they're wishful thinking, myths that management would like to believe everyone buys and is motivated by, but really aren't. If you're in management, he says, you don't change the stories, he says, you understand them, then you act on them, and then you make them your own, retelling them in your own way so that you show the people in the front lines of the organization that you understand the real culture of the organization (and the real problems of front-line workers). In so doing you harness the astonishing power of 'true' stories.

Snowden is acutely aware of the overt class distinctions in Britain that make trust, and hence collecting stories, hard to achieve. While some of us in Europe and North America might argue that our class distinctions are not as formidable barriers as they are in the UK, I think this would be a mistake. Americans, I have observed, make a great effort to pretend that class distinctions don't exist or are permeable, by allowing everyone to use first names, for example, when in fact the hierarchies are at least as strict as they are in the UK. The only real difference is that the determinants and clues of status are subtler -- a bit more tied to wealth and the circles you move in and a bit less pre-determined by heredity. But trust is still deepest peer-to-peer and extremely hard to earn and sustain between management (or their henchman consultants and head-office lackeys) and front-line people. That is perhaps why management is in a constant quandary over decentralizing -- it clearly improves productivity, innovativeness, morale and work effectiveness, but it allows people that management doesn't really trust more control and autonomy, and perhaps even allows them to develop -- heaven forbid -- their own organizational culture. The reality, as Snowden argues, is that management is never in charge of organizational culture, that people behave the way they do partly because they've learned it's the most effective way to do their unique job and partly in their own self-interest, and not because it's in the procedure manual or the role description or aligned with the mission statement or the strategic plan.

Once you have collected the true stories in an unbiased manner (Snowden carefully explains how to remove bias, so you don't get 'fed' just what you want to hear or put your own personal 'spin' on the story), the next step is to act on them. Stories tell management important information about what works, and, more importantly, what doesn't work, in the organization. A lot of stories are about how people have solved problems that management hasn't addressed, or which management has in fact created. These are often very comical or very heroic stories that not only have important messages for management, but illustrate exemplary behaviour that management may not realize it's not rewarding, or actually inhibiting. It is critical, Snowden says, to make sure you understand the stories, and to collect and organize and ponder a lot of stories, before charging in and making changes that misconstrue the organizational culture, impede rather than help, and destroy forever the trust that the story-gatherer built up to capture this critical information.

And finally, once management has acted carefully and conscientiously on the learnings from the stories, they can actually make these stories their own, not by retelling them in the same words and context as they heard them (that would be disingenuous, a form of intellectual property theft), and not by appropriating them and making models and heroes of their protagonists (that could make the poor protagonists look like head office plants), but by conveying the same messages and lessons with stories from their own personal work context. Crafting such stories is a complex, rigorous and skillful process, and explaining this process takes up much of Snowden's 'masterclass' time. There are different types of stories, like fables, myths and viruses, each with a different purpose and different construction (the course provides templates of each). Even more important is the testing of stories by telling and having others retell them until they are perfected. The impact of an executive telling employees a real story about the organization, credibly and powerfully, can be profound, even transformational. Just imagine -- instead of the boss telling his/her people what to do, and evaluating them on his/her perception of their 'performance' in doing so, picture the boss explaining that he/she understood exactly why his/her people were doing what they were doing, and offering constructive ideas on how management could make the employee's job easier and more effective. Management supporting the staff instead of the other way around. Hey, I know it's a 90s idea and is out of fashion again these days, but stories, properly collected and interpreted by trained KM practitioners, can make it possible.

I hope Dave won't object to my sharing one of his stories to illustrate this -- it's hard to write about stories without at least one example. He describes a group of public service utility workers who are subjected to a consultant's efficiency review, which leads to them being given fewer work breaks and being given networked PCs to allow them to save time travelling into the office for paperwork between jobs. What the consultant didn't realize (and what the careful collection of stories finally revealed) was that these workers shared vital information about how to do their jobs properly during these work breaks and office visits, and this information either couldn't (because it's highly contextual and needs conversation to convey effectively) or wouldn't (because of the lack of trust of how stuff posted publicly might be used by management) be captured in databases or messages on their new PCs. So the workers found a surreptitious place for unofficial work breaks and a surreptitious place for 'offline' documentation of information they wanted to share with peers, 'working around' the consultant's well-meaning but wrong-headed and dysfunctional change proposals. [Dave makes this into a long and wonderful story with a brilliant punch line, a resolution in which management finally learns from this mistake and turns it to astonishing advantage, and since I'm not telling a story here, I won't spoil it -- get the CD-ROM to hear the story completely and properly.] But the point is that the organizational culture is what it is, and usually for a good reason, and it's vital to understand that culture by collecting the stories that reveal it, before you try to change processes or behaviour, or the change effort will inevitably fail, as almost every organizational change effort does.

I got out of the KM business last December, and since then I've toyed with the idea of becoming a new-age KM or PKM consultant, but then decided I'd had enough of this well-intentioned but endlessly-struggling discipline. But I recognize that there's still important KM work that could and should be done. While I agree that PKM needs better tools much more than it needs process improvement consulting, I still think there is much promise in Personal Productivity Improvement as an offshoot of KM. And now Dave has convinced me that the exercise of capturing and interpreting and acting on an organization's real stories would be worthwhile, especially for large organizations. But I think calling it Cultural Anthropology or Story-Gathering is a non-starter -- try to sell CEOs something with that woolly a name these days and you'll starve. What could we call it that would be accurate and still compelling to CEOs who don't, yet, get what it's all about?

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Grok Description matches for Five questions to ask a potential consultant
GrokA matches for Five questions to ask a potential consultant

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Abstract:
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UIUC OAI Metadata Harvesting Project


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Email harvesting virus crashes Google


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RTSP Specification


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New version available (07)

Midas Specification


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track this site | 7 links


New specification will aid Bluetooth


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Final 802.11i specification set for
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Final 802.11i specification set for
approval
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Blu-ray Disc specification approved


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C++/CLI Language Specification Standard


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When TG5 has completed this specification, it will be submitted to the Ecma General Assembly (GA) for consideration as an Ecma standard. Once it has been adopted as such, the specification will be submitted to ISO/IEC JTC 1 via the latter's Fast-Track process. The ISO/IEC standard and TR for CLI were published in April, 2003, and are known formally as ISO/IEC 23271 (CLI) and ISO/IEC 23272 (CLI TR). Equivalent specifications were adopted as 2nd edition standards and TR by ECMA at its December, 2002, General Assembly. Work on the next edition of this standard and TR began in January, 2003.

FOAF Vocabulary Specification


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The FOAF project is based around the use of machine readable Web homepages for people, groups, companies and other kinds of thing. To achieve this they use the "FOAF vocabulary" to provide a collection of basic terms that can be used in these Web pages. At the heart of the FOAF project is a set of definitions designed to serve as a dictionary of terms that can be used to express claims about the world. The initial focus of FOAF has been on the description of people, since people are the things that link together most of the other kinds of things they describe in the Web: they make documents, attend meetings, are depicted in photos, and so on. The FOAF Vocabulary definitions presented here are written using a computer language (RDF/OWL) that makes it easy for software to process some basic facts about the terms in the FOAF vocabulary, and consequently about the things described in FOAF documents. A FOAF document, unlike a traditional Web page, can be combined with other FOAF documents to create a unified database of information. This has been added to World Wide Web Reference Subject Tracer™ Information Blog.

WS-Addressing specification submitted to
W3C


WS-Addressing specification submitted to
W3C
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BEA Systems Inc., IBM Corp., Microsoft Corp., SAP AG and Sun Microsystems Inc. have submitted the WS-Addressing Web services specification to the Worldwide Web Consortium (W3C) for consideration as a standard, the companies said Tuesday.

WS-Eventing Specification Released


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Jeremy Zawodny notes that Yahoo's DomainKeys proposal is now public. Here's the Internet-Draft; here's the blog chatter as seen by Technorati. ...

NVidia Unveils MXM Specification


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XML-Deviant: Specification Proliferation


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JavaServer Faces specification is
approved


JavaServer Faces specification is
approved
03/06/2004 02:04 AM
Technology provides for standardized Web apps development

IBM BladeCenter specification picks up
speed


IBM BladeCenter specification picks up
speed
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IBM on Friday announced it has signed up 115 companies since early September to develop for its eServer BladeCenter open specification it co-authored with Intel.

Group proposes faster Wi-Fi
specification


Group proposes faster Wi-Fi
specification
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Networking consortium submits proposal for faster Wi-Fi as battle lines are drawn between rival groups.

Working Draft: QA Specification
Guidelines


Working Draft: QA Specification
Guidelines
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2004-06-03: The Quality Assurance (QA) Working Group has released QA Specification Guidelines as a Working Draft. The document is designed to help W3C Working Groups write technical reports. Reflecting major changes in the W3C QA Framework, these newly rewritten guidelines are lightweight and more user-friendly. Comments are welcome. Learn more about Quality Assurance (QA) at W3C. (News archive)

Five questions to ask a potential consultant

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J2ME or BREW?
networknews
Developing Custom
PHP Extensions: Part
1

Google Groups Art
SQuirreL SQL Client
1.1beta5 released

WAI To Go
XML-Signature XPath
Filter Becomes a W3C
Candidate
Recommendation

Exclusive XML
Canonicalization Is
a W3C Recommendation

W3C Web
Accessibility
Initiative Receives
Roland Wagner Award

Internet Traffic
Measurement in
Complex Networks

I'm a
mortician--what do I
know about
computers?

The June Builder.com
top 10

PHP Class 'MP3 ID3v2
Tag' released

MP3 ID3v2 Tag
New tool due for
small Web merchants

Is Anti-Virus
Software Obsolete?

Ask Jeeves Ousts
Overture, Goes
Google in $100M Deal

Relax NG schemas for
XML Encryption and
XML Signature

Search Engine
Relationship Chart

Google tells Amazon
Light to Cease and
Desist

Google 2002, Part II
GooFresh: Query
Recent Additions to
Google

Domain Name
Appraisal Check List

Taking a Serious
Look at PNGs as a
Gif Replacement

PHP Class 'Amazon
API Access with PHP
and XML' released

Introduction to PHP
Objects, Part 1

Amazon API Access
with PHP and XML

Ask Jeeves to Show
Google's Sponsored
Links

Google and Ask
Jeeves Sign a 3yr
Deal For Ads

Yahoo E-mail Filter
Under Scrutiny

W3C Makes XML
Signatures More
Portable

Using The Google Web
APIs With PHP

A Realist's SMIL
Manifesto, Part II

European comics in
SVG

Macromedia
Dreamweaver MX

Product upgrades
buoy Macromedia
earnings

Macromedia records
loss, narrows gap

The JSP Files -
Parts 1 to 7: Bugs,
Beans and Banks

The True Meaning of
Service

Processing SOAP
Headers

Implementing XPath
for Wireless
Devices, Part II

New DB Class
Macromedia pares
losses

what is grok?