Preface to the Second Edition
This edition of the book seeks to introduce a range of new topics that build upon the ideas introduced in the first edition. The aim has been to expand certain ideas that have proved to be popular on the courses and with clients. I would also like to introduce new tools that develop further the constructs in each of the seven stages in the framework.
■ Heart» Head and Hand Dimensions - The effective consultant will
understand that a human being is a complex system involving the
interaction of behaviours, emotions and thoughts. The three elements
of Behaviour, having to do with activity and doing, affective, having to
do with feelings, emotions, values and motivation, and cognitive,
having to do with thinking and believing.
■ MPH Mapping - The art of great client management is often built on
the ability to see the world as the client sees it. One way to do this is by
understanding their 'frame of reference'. This is a process by which you
understand the various types of frames or schemas that people use to
make sense of the world. If the consultant can map what particular
frame is being used by the client then they will be able to tune into
and step into the same viewpoint and from this match their thoughts,
feelings and behaviours.
■ Compound Contracting - Consulting contracts that are focused on
selfish outcomes may deliver short-term gain but will offer little
opportunity to create a long-term relationship. Effective contracting is
founded on the notion of achieving shared and sustainable outcomes.
The key to this choice is the absolute focus on mutual benefit and
the generation of shared success through the delivery of sustainable
■ Shadow Map - The shadow map is a simple tool that allows the
consultant to to understand what shadows (hidden factors) might
reside between them and the client (or consumer) and understand
how to take remedial action to surface the factors that need to be
■ Convergent Choice - There are many factors that help determine
what makes the difference between a good or bad solution but often it
comes down to the rigor of the selection at the end of the Create stage.
The challenge is to ensure that the right solution is picked from the
range of potential options.
■ Y-Curve - A key factor in any change stage comes with the ability and desire of the consumer to let go of the old ways of thinking, feeling and behaving and willingly adopt the new way of operating. This is dependent on a switch point where the past is discharged and the future is welcomed with relish. This willingness to switch and welcome new knowledge is often driven by the need to know 'why' the change must be made and 'why' is it important to then internalize a new set of knowledge constructs.
■ Change Spectrum - All change sits on a simple spectrum. One end is change that is coercive, where the consultant is fully in command. At the other end of the spectrum the client or consumer is left to manage the training in their own way and under their own steam. The consultant and client must make a decision as to the appropriate level of intervention on this spectrum and understand the associated consequences.
■ Climb the Ladder - The Change Ladder (introduced in the Client
stage) is used again as a powerful tool to map and measure the
effectiveness of the change. By using this tool it becomes possible to
draw a deeper understanding of the systemic factors that can cause
change to fail in the long run.
■ Cockpit Confirmation - The one common reference point in all change programmes will be people. In most cases, the success of the project will be impacted by the people's desire, understanding and capability to use the resulting product. The effective consultant will tune into and actively measure not just how the system is being deployed but also how people are thinking, feeling and behaving.
■ D-E Dissonance - It is interesting to consider change programmes
that have obviously failed to materialize their intended benefits, but
the (overt) acceptance of this failure is zero. People avoid information
that is likely to increase dissonance. The closer we look at this
behaviour, the clearer a number of subtle avoidance patterns can be
seen. Recognition of these patterns bring to life the fact that on one
hand 80% of change programmes often fail but on the other it is no
■ Learning Levels - All change interventions should be designed to
help the client and consumers achieve a specific level of knowledge
that will result in improved and sustainable performance. This residual
knowledge is not some add-on that can be included as an afterthought
in the tender document or initial proposal. In the same way that
schools, colleges and universities seek to assure the students level of
knowledge before departure, so consultants should understand what
knowledge the clients need before closing the engagement.
■ Look back and learn - The consultant is responsible for ensuring not
just that the job is done, but for also helping the client group
understand how it was done, why it worked and how the client can
repeat the same exercise by flying solo. The After Action Review is a
powerful tool that can assist with this process.
■ Build Framework - No matter what the scenario, the best time to
build on a relationship is the point when the customer voluntarily says
how successful the previous product or service has been. At this point
they are happy with the offering and will make the decision to
purchase again. Logically the point on the 7Cs life cycle where this will
happen is in the Close stage.
■ Knowledge Bandwidth - So just how does a consultant create value? How do they pay the mortgage, feed the kids, buy the latest toys and pay for next year's holiday? Like all professionals, they go to market with their talent and tools. The effective consultant will have a clear and conscious appreciation of their explicit and tacit talent and how it can best be deployed in the market.
The development of the 7Cs tools is an ongoing and dynamic process that will continue for as long as clients and delegates express interest in taking them further. New tools and ideas can always be found on the WizOz website (www.wizoz.co.uk) under the Toolkit section.
If you have any ideas or comments about the 7Cs tools or suggestions for new ideas that can be included on the website then please submit them and they can be included in the toolkit.