CHAPTER 6 The Contracting Meeting

Question 1

What is the main message of the David Steinberg joke in relation to contracting?

Answer 1

Everything counts as a choice in contracting, and personal interactions provide insight into the project.

Question 2

What is a critical skill in the contracting process?

Answer 2

Identifying and discussing relational and process issues between the consultant and client as they occur.

Question 3

What should you clarify before the contracting meeting?

Answer 3

The expected outcome of the meeting, the roles of attendees, and the time allotted.

Question 4

Who is considered the client in a project?

Answer 4

Individuals who attend planning meetings, set objectives, approve actions, receive reports, and are impacted by the effort.

Question 5

Fill in the blank: You cannot contract with someone who’s not in the _______.

Answer 5

room.

Question 6

What is the first step in navigating the contracting meeting?

Answer 6

Personal acknowledgment to increase comfort between consultant and client.

Question 7

What should consultants do to communicate understanding of the client’s problem?

Answer 7

Acknowledge uniqueness, restate the problem in their own words, and reassure that solutions exist.

Question 8

True or False: Clients often believe their situations are unique and complicated.

Answer 8

True.

Question 9

What are some common things clients want from consultants?

Answer 9

• A study of a specific business problem
• Recommendations on how to solve a problem
• A training program designed and conducted
• Personal advice and support
• An evaluation of key line personnel
• A design for a cheaper process
• How to restructure and reduce labor costs

Question 10

What is essential to know about project constraints?

Answer 10

Constraints can affect timelines, communication, budget, and the scope of the project.

Question 11

What should a consultant ask to understand how to proceed with a project?

Answer 11

If there are any specific notions about how to proceed and what constraints exist.

Question 12

What is the significance of the client initiating the meeting?

Answer 12

It allows for clearer communication and understanding of expectations from the outset.

Question 13

What does acknowledging the unique aspects of a client’s situation entail?

Answer 13

Recognizing specific challenges and conditions that differentiate their case from others.

Question 14

Fill in the blank: The heart of the contracting process is asking the client, ‘What do you want from _______?’

Answer 14

me.

Question 15

What should be avoided when communicating understanding of the problem?

Answer 15

Overly complicated analyses and judgments.

Question 16

What is the purpose of restating the client’s problem in your own words?

Answer 16

To show understanding and support, while reassuring the client.

Question 17

What is the first step in the consulting contracting process?

Answer 17

Ask clients directly for their thoughts on how to work together and identify existing constraints.

Question 18

What support should a consultant inquire about from the client?

Answer 18

Budget, time of their people, and access to information.

Question 19

What is a common difficulty faced by internal consultants during the contracting process?

Answer 19

Identifying and expressing their own wants and needs.

Question 20

What are essential wants in the consulting context?

Answer 20

Minimum requirements needed for project success, such as:
* Access to key people
* Enough time
* Agreement on confidentiality
* Budget
* Response to communication

Question 21

What should a consultant do if a suggestion during a contracting session violates their essential wants?

Answer 21

Pause the meeting and reassess; express the violation clearly to the client.

Question 22

How can a consultant ensure their essential wants are met?

Answer 22

Define them realistically and communicate them clearly during the contracting phase.

Question 23

What are desirable wants in the consulting context?

Answer 23

Wants that would enhance project effectiveness but are not critical, such as:
* Collaboration from client personnel
* Involvement from top management
* Adequate time schedule

Question 24

What should a consultant do after identifying their wants?

Answer 24

Put those wants into words clearly and directly.

Question 25

What is an example of a fogged expression of wants?

Answer 25

A long justification before stating the actual want.

Question 26

What is an authentic expression of wants?

Answer 26

Stating the want simply and directly, such as 'I would like for you also to attend the course on handling difficult conversations.'

Question 27

What are two key areas consultants need to improve on?

Answer 27

1. Clearly stating their needs and wants 2. Being realistic about the results they can deliver

Question 28

What should a consultant do to reach an agreement with the client?

Answer 28

Pause to acknowledge the agreement and restate it.

Question 29

What are the two common reasons for weak contracts?

Answer 29

1. Client entered agreement under coercion 2. Inadequate control felt by the client

Question 30

What question should a consultant ask to test client commitment?

Answer 30

Is this project something that you really want to see happen?

Question 31

What should a consultant ask to test for control over the project?

Answer 31

Do you feel you have enough control over how this project is going to proceed?

Question 32

What is a major concern for line managers during a project?

Answer 32

Maintaining control over the situation.

Question 33

Fill in the blank: Essential wants are also known as _______.

Answer 33

[needs or must wants]

Question 34

True or False: A consultant should promise specific results solely based on their efforts.

Answer 34

False

Question 35

What should a consultant do if they feel coerced into a project?

Answer 35

Assess the situation and be realistic about the strength of the contract.

Question 36

What are the two questions to ask clients about their feelings towards the project?

Answer 36

1. Do you feel you have enough control over how this project is going to proceed? 2. Are there ways you feel vulnerable with respect to this work? ## Footnote These questions help assess client comfort and control in the consulting process.

Question 37

Why do line managers value control in a project?

Answer 37

Line managers tend to value control above all else to prevent threats to the contract and the project. ## Footnote Giving up control can lead to organizational uneasiness.

Question 38

What is a major cause of organizational uneasiness when clients bring in consultants?

Answer 38

Giving up control. ## Footnote Clients often feel uneasy about the control they relinquish when hiring consultants.

Question 39

What should consultants do to elicit honest answers from clients?

Answer 39

Ask questions about control and commitment with genuine interest. ## Footnote A persuasive or pleading tone may lead to less honest responses.

Question 40

What is the purpose of asking clients about their reservations?

Answer 40

To help managers express any reservations they are having. ## Footnote These questions are not indirect selling techniques.

Question 41

What should consultants do to support their clients?

Answer 41

Make supportive statements about the client's willingness to begin the project. ## Footnote Acknowledging the client's courage to invite recommendations is essential.

Question 42

Why is it important to provide specific feedback to clients about their contributions?

Answer 42

To ensure that clients understand what they did well and to reinforce positive actions. ## Footnote Without specific feedback, clients may not recognize their strengths.

Question 43

What is an example of a supportive statement a consultant might make?

Answer 43

"Starting a project like this takes some risk on your part, and I appreciate your willingness to take that risk with me." ## Footnote This kind of feedback shows appreciation for the client's efforts.

Question 44

What is the final step in the contracting process?

Answer 44

Restate actions and next steps for both the client and the consultant. ## Footnote Clear communication about responsibilities helps ensure accountability.

Question 45

What should be included in the next steps after a contracting meeting?

Answer 45

Simple statements outlining actions such as sending memos or scheduling meetings. ## Footnote This helps clarify responsibilities and timelines.

Question 46

How often is the social contract renegotiated during a project?

Answer 46

Often. ## Footnote No social contract lasts forever; adjustments are typically necessary.