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Flawless Consulting > CHAPTER 8 Some Agonies of Contracting > Flashcards

CHAPTER 8 Some Agonies of Contracting Flashcards

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1
Q

What is Step 5‐S in contracting?

A

Stuck on Wants and Offers

Step 5‐S refers to the situation where agreement becomes difficult.

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2
Q

What are the two phases to dealing with being stuck?

A
  • Recognizing that you are stuck
  • Taking action to resolve it
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3
Q

What is a clear sign that you are stuck during a conversation?

A

Re-explaining something for the third time

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4
Q

What does it indicate when a client dives into a third explanation of the same idea?

A

Lack of agreement, not lack of clarity

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5
Q

What bodily signals indicate that you are getting stuck?

A
  • Suppressing yawns
  • Feeling fatigued
  • Irritation with resistance
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6
Q

What should you trust when assessing the contracting process?

A

Nonverbal messages and body language

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7
Q

If there is a conflict between a client’s words and body language, which should you trust?

A

Body language

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8
Q

What is Step 6‐S in the process of dealing with being stuck?

A

Think/Recess

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9
Q

What should you do when you acknowledge being stuck?

A

Mentally pull back and observe the meeting

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10
Q

What is a useful action to take when stuck in a meeting?

A

Adjourn the meeting or take a pause

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11
Q

What is Step 7‐S focused on?

A

New Wants and Offers

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12
Q

What might you propose if the client wants a project done in 30 days but you think it needs 60?

A
  • Complete the project in 30 days with 2 people from the client
  • Accept a shorter final report
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13
Q

What should you do if new wants and offers lead to another impasse?

A

Shift gears and reassess the relationship with the client

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14
Q

What is Step 9‐S about?

A

Process How We Are Handling This Discussion

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15
Q

How can you express that the meeting is not progressing?

A

Say, ‘I think we are stuck.’

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16
Q

What should you ask to gauge how the client feels about the meeting?

A

How do you feel we are doing in reaching agreement?

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17
Q

What is Step 10‐S focused on?

A

Re‐Discuss Wants and Offers

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18
Q

What should you do if you remain stuck after following all suggestions?

A

Terminate or minimize your investment in the project

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19
Q

Why might internal consultants hesitate to say ‘no’ to a project?

A

Fear of taking risks with line managers

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20
Q

What is a crucial reason to refuse a project?

A

To avoid failure and protect future credibility

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21
Q

Fill in the blank: Step 5 in contracting is called _______.

A

Agreement

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22
Q

What is a key reason to terminate a project?

A

To avoid failure and the waste of resources and future credibility.

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23
Q

Why should consultants feel empowered to say ‘no’ to clients?

A

To manage the relationship and establish boundaries.

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24
Q

What happens if consultants cannot say ‘no’?

A

The meaning of ‘yes’ is diminished and commitment is compromised.

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25
What is one strategy if you cannot say 'no' to a project?
Minimize your investment of time by postponing the project.
26
Fill in the blank: If you can't postpone a project, another choice is to _______.
[minimize the scope of the job and the time it will require]
27
What should be acknowledged if a project begins under pressure or indifference?
That the project is starting with either pressure or indifference.
28
What is the first step in dealing with low motivation from the client?
Consider just not doing the project.
29
What should you suggest if a client acknowledges feeling pressured?
Renegotiate whether the project has to be done.
30
What is a good approach if you must proceed with a project under pressure?
Contract with the client for a small-step project.
31
What should be discussed to address client concerns about control?
Ways to minimize concerns about losing control and vulnerability.
32
True or False: The role of a consultant is static throughout a project.
False
33
What can change about a client's treatment of a consultant?
The client's desire for distance or closeness can fluctuate.
34
What is an example of a subtle change in the consulting role?
Not being invited to a meeting or scheduling conflicts.
35
What is the essence of consulting work based on?
A social contract.
36
What was the original purpose of the management development conference in May?
Joint problem solving on three critical new product introductions.
37
What major decision did the committee make without the consultant's input?
To cancel the meeting with the president.
38
Fill in the blank: The consultant's role changed from a committee member to a _______.
[specialist in charge of structuring the specifics of the meeting]
39
What is essential when sensing changes in the client's treatment of you?
Renegotiating the agreement promptly.
40
What can happen if you let changes in the client's treatment slide?
It becomes harder to discuss and renegotiate later.
41
What is the importance of timing in renegotiation?
It must occur as soon as you sense a change in the client's treatment.
42
What is a common challenge faced during the contracting phase of consulting?
Operating in a virtual world and managing remote relationships.
43
What should you do when your contract appears to be starting to change?
Raise the issue immediately to renegotiate your contract.
44
What is the leverage in a contracting situation?
Your leverage is highest at the moment of change in the contract.
45
What happens if you wait too long to discuss changes in a contract?
It becomes more difficult to renegotiate the contract.
46
What is a common mistake consultants make during contracting meetings?
Spending excessive time defining the problem instead of negotiating.
47
How should the time in a contracting meeting be allocated?
Keep the discussion of the problem to no more than 35% of the total time.
48
What are two responses to questions about your credentials?
* Tell a well-rehearsed war story * Ask if the manager is concerned about your ability to help
49
What does preoccupation with the consultant selection process indicate?
The manager may want to start a project but is hesitant to take action.
50
What role does a go-between play in the consulting process?
They can create a barrier between the consultant and the manager.
51
What should you do if you can't clarify the client's problem in a meeting?
Negotiate a small contract to explore the problem further.
52
What are the four major sections of a contracting meeting?
* Understanding the problem and exchanging wants * Closing the meeting by checking on client concerns and commitment * Getting unstuck when agreement is difficult * Acknowledging what the client has done right
53
What should you consider about the client's responsibility in a project?
Expect an imbalance; determine if the client will treat you as the expert or as a pair of hands.
54
What is the purpose of Checklist #3?
To help prepare for a contracting meeting.
55
What types of wants should you identify before a contracting meeting?
* Essential wants * Desirable wants
56
What should you do to ensure key clients are present in a meeting?
Identify who can make decisions and who will be affected by the project.
57
What is Checklist #4 used for?
To review and evaluate the contracting meeting afterward.
58
What type of client concerns should you observe during a meeting?
* Silence * Compliance * Attack * Questions * Giving answers
59
True or False: It's beneficial to allow the client to dominate the conversation in a contracting meeting.
False
60
Fill in the blank: The contracting process is __________ throughout the life of the project.
[ceaseless]
61
What should you reflect on after a contracting meeting?
Your own reservations and how you supported the client.
62
What is the significance of maintaining a 50/50 balance in responsibility?
It helps ensure effective collaboration and accountability.
63
What is a common reaction from managers when asked about their concerns?
They may see themselves as beyond help or believe they can handle it alone.
64
What is an effective strategy when a client seems confused about a problem?
Ask them what they want from you or make statements to guide the discussion.

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