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1、TE,AM,FL,Y,Team-Fly,THE CONSULTANTS,TOOLKIT,High-Impact Questionnaires,Activities,and How-to Guidesfor Diagnosing and Solving,Client Problems,Mel Silberman,McGraw-Hill,New York San Francisco Washington,D.C.Auckland Bogot,Caracas Lisbon London Madrid Mexico City Milan,Montreal New Delhi San Juan Sing
2、apore,Sydney Tokyo Toronto,McGraw-Hill,abc,Copyright 2001 by The McGraw-Hill Companies.All rights reserved.Manufactured in the United States of America.Except as per-mitted under the United States Copyright Act of 1976,no part of this publication may be reproduced or distributed in any form or byany
3、 means,or stored in a database or retrieval system,without the prior written permission of the publisher.,0-07-139498-2,The material in this eBook also appears in the print version of this title:0-07-136261-4.,All trademarks are trademarks of their respective owners.Rather than put a trademark symbo
4、l after every occurrence of a trade-marked name,we use names in an editorial fashion only,and to the benefit of the trademark owner,with no intention of infringe-ment of the trademark.Where such designations appear in this book,they have been printed with initial caps.,McGraw-Hill eBooks are availab
5、le at special quantity discounts to use as premiums and sales promotions,or for use in corporatetraining programs.For more information,please contact George Hoare,Special Sales,at george_hoaremcgraw-or(212)904-4069.,TERMS OF USE,This is a copyrighted work and The McGraw-Hill Companies,Inc.(“McGraw-H
6、ill”)and its licensors reserve all rights in and to thework.Use of this work is subject to these terms.Except as permitted under the Copyright Act of 1976 and the right to store andretrieve one copy of the work,you may not decompile,disassemble,reverse engineer,reproduce,modify,create derivative wor
7、ksbased upon,transmit,distribute,disseminate,sell,publish or sublicense the work or any part of it without McGraw-Hills prior con-sent.You may use the work for your own noncommercial and personal use;any other use of the work is strictly prohibited.Yourright to use the work may be terminated if you
8、fail to comply with these terms.,THE WORK IS PROVIDED“AS IS”.McGRAW-HILL AND ITS LICENSORS MAKE NO GUARANTEES OR WARRANTIESAS TO THE ACCURACY,ADEQUACY OR COMPLETENESS OF OR RESULTS TO BE OBTAINED FROM USING THEWORK,INCLUDING ANY INFORMATION THAT CAN BE ACCESSED THROUGH THE WORK VIA HYPERLINK OROTHER
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10、operation willbe uninterrupted or error free.Neither McGraw-Hill nor its licensors shall be liable to you or anyone else for any inaccuracy,erroror omission,regardless of cause,in the work or for any damages resulting therefrom.McGraw-Hill has no responsibility for the con-tent of any information ac
11、cessed through the work.Under no circumstances shall McGraw-Hill and/or its licensors be liable for anyindirect,incidental,special,punitive,consequential or similar damages that result from the use of or inability to use the work,evenif any of them has been advised of the possibility of such damages
12、.This limitation of liability shall apply to any claim or cause what-soever whether such claim or cause arises in contract,tort or otherwise.,DOI:10.1036/0071394982,1,3,9,14,20,24,38,44,55,60,CONTENTS,Topical Index,vii,Preface,xiii,PART I:ASSESSMENT QUESTIONNAIRES TO STUDYYOUR CLIENTS NEEDS1.Does Yo
13、ur Clients Business Strategy Make Sense?Gina Vega2.How Motivating Is Your Clients Organization?Dean Spitzer3.What Does a Team Need to Improve?Kevin Lohan4.Is It a Learning Organization?Michael Marquardt5.Does Your Clients Strategic Plan Give Themthe Competitive Edge?Tom Devane6.What Makes Teams Effe
14、ctive?George Truell7.Why Isnt the Team Making Decisions?Janet Winchester-Silbaugh8.How Do Your Clients View Their Organizations,Performance?,50,Scott Parry9.What Needs Changing in Your Clients Organization?Ernest Schuttenberg10.What Are Your Clients Leadership Competencies?Joan CassidyiiiCopyright 2
15、001 The McGraw-Hill Companies,Inc.Click Here for Terms of Use.,67,86,95,116,124,134,11.What Are Your Clients Coaching Strengths?Scott Martin12.Have Your Clients Updated Their Job Requirements,Recently?Gaylord Reagan13.Are You Making Effective Contact with Your Client?Hank KarpPART II:HOW-TO GUIDES F
16、OR SOLVING YOUR,79,CLIENTS PROBLEMS,93,14.How to Plan and Analyze SurveysDavid Chaudron15.How to Make Appropriate Use of Four Organizational,Assessment ToolsCathleen Smith Hutchison16.How to Coach Employees through ChangeNancy Jackson17.How to Initiate and Manage ChangeNora Carrol18.How to Involve P
17、eople in Decisions That Affect ThemStephen Haines19.How to Motivate OthersBrooke Broadbent20.How to Move Your Client from Training toPerformance ImprovementDiane Gayeski21.How to Develop Strategic Plans Based onStrategic VisionMarlene Caroselli22.How to Identify Performance Problems in anOrganizatio
18、nG.M.(Bud)Benscoter23.How to Increase the Value of PerformanceImprovement InterventionsWarren Bobrow and Kammy Haynes,108140145155164174,iv,CONTENTS,183,187,204,223,233,239,256,268,276,282,24.How to Lead Effective MeetingsLaura Bierema25.How to Conduct a Performance AnalysisAllison Rossett26.How to
19、Develop and Implement an Evaluation,StrategySusan Barksdale and Teri Lund27.How to Move a Team from Stage to StagePhil Lohr and Patricia Steege28.How to Implement Performance ImprovementStep-by-StepAnne MarrelliPART III:INTERVENTION ACTIVITIES TO INCREASE,191210,YOUR CLIENTS EFFECTIVENESS,219,29.Pro
20、bing Team Issues Before They Become ProblemsBrenda Gardner and Sharon Korth30.Discussing Organizational ChangeScott Simmerman31.Dealing with Management ResistanceSharon Wagner,32.Solving a Team PuzzleSivasailam“Thiagi”ThiagaraJan33.Interpreting Personality DifferencesKaren Lawson34.Learning about Ch
21、angeCarol Harvey35.Creating a Team-Building OlympicsJeanne Baer36.Stimulating Creative ThinkingErnest Schuttenberg37.Gathering and Analyzing DataCindy Bentson,CONTENTS,249261,v,287,329,347,38.Balancing Change and StabilityMike Milstein,39.Building Coaching SuccessAndrew Kimball40.Making Meetings Bet
22、terSusan Stites-Doe and Gary Briggs41.Practicing Coaching SkillsDoris Sims42.Setting Ground Rules for Successful TeamworkHarriette Mishkin43.Exchanging ExpectationsStephen Hobbs44.Enhancing Team DialogueMalcolm Burson45.Achieving a Positive Change ClimateVicki Schneider,290307318333341,vi,CONTENTS,9
23、5,108,183,187,276,60,TOPICAL INDEXFind a Tool for Your Specific TopicIn the place of a traditional index,here is a classification by topic of the 45 toolsfound in The Consultants Toolkit.Consulting Basics13.Are You Making Effective Contact with Your,Client?Hank Karp14.How to Plan and Analyze Surveys
24、David Chaudron15.How to Make Appropriate Use of FourOrganizational Assessment ToolsCathleen Smith Hutchison19.How to Motivate OthersBrooke Broadbent23.How to Increase the Value of PerformanceImprovement InterventionsWarren Bobrow and Kammy Haynes24.How to Lead Effective MeetingsLaura Bierema25.How t
25、o Conduct a Performance AnalysisAllison Rossett26.How to Develop and Implement an EvaluationStrategy,86140174191,Susan Barksdale and Teri Lund36.Stimulating Creative ThinkingErnest SchuttenbergLeadership and Management Development10.What Are Your Clients Leadership Competencies?Joan CassidyviiCopyri
26、ght 2001 The McGraw-Hill Companies,Inc.Click Here for Terms of Use.,67,116,204,239,256,287,347,3,9,20,11.What Are Your Clients Coaching Strengths?Scott Martin16.How to Coach Employees through ChangeNancy Jackson18.How to Involve People in Decisions That Affect,ThemStephen Haines19.How to Motivate Ot
27、hersBrooke Broadbent21.How to Develop Strategic Plans Based onStrategic VisionMarlene Caroselli27.How to Move a Team from Stage to StagePhil Lohr and Patricia Steege31.Dealing with Management ResistanceSharon Wagner33.Interpreting Personality DifferencesKaren Lawson38.Balancing Change and StabilityM
28、ike Milstein39.Building Coaching SuccessAndrew Kimball41.Practicing Coaching SkillsDoris Sims45.Achieving a Positive Change ClimateVicki SchneiderOrganizational Effectiveness1.Does Your Clients Business Strategy Make Sense?Gina Vega2.How Motivating Is Your Clients Organization?Dean Spitzer4.Is It a
29、Learning Organization?Michael Marquardt5.Does Your Clients Strategic Plan Give Them theCompetitive Edge?Tom Devane,13414015529031824,viii,TOPICAL INDEX,95,108,20,187,8.How Do Your Clients View Their Organizations,Performance?Scott Parry9.What Needs Changing in Your ClientsOrganization?Ernest Schutte
30、nberg14.How to Plan and Analyze SurveysDavid Chaudron15.How to Make Appropriate Use of FourOrganizational Assessment ToolsCathleen Smith Hutchison22.How to Identify Performance Problems in anOrganizationG.M.(Bud)Benscoter26.How to Develop and Implement an EvaluationStrategySusan Barksdale and Teri L
31、undPerformance Improvement4.Is It a Learning Organization?Michael Marquardt8.How Do Your Clients View Their OrganizationsPerformance?,505516419150,Scott Parry12.Have Your Clients Updated Their Job Requirements,Recently?Gaylord Reagan20.How to Move Your Client from Training toPerformance ImprovementD
32、iane Gayeski22.How to Identify Performance Problems in anOrganizationG.M.(Bud)Benscoter23.How to Increase the Value of PerformanceImprovement InterventionsWarren Bobrow and Kammy Haynes25.How to Conduct a Performance AnalysisAllison RossettTOPICAL INDEX,79145164174ix,AM,FL,Y,TE,14,38,44,183,204,268,
33、276,282,329,3,x,28.How to Implement Performance Improvement,Step-by-StepAnne MarrelliProblem Solving and Teamwork3.What Does a Team Need to Improve?Kevin Lohan6.What Makes Teams Effective?George Truell7.Why Isnt the Team Making Decisions?Janet Winchester-Silbaugh24.How to Lead Effective MeetingsLaur
34、a Bierema27.How to Move a Team from Stage to StagePhil Lohr and Patricia Steege29.Probing Team Issues Before They BecomeProblemsBrenda Gardner and Sharon Korth32.Solving a Team PuzzleSivasailam ThiagaraJan35.Creating a Team-Building OlympicsJeanne Baer36.Stimulating Creative ThinkingErnest Schuttenb
35、erg37.Gathering and Analyzing DataCindy Bentson40.Making Meetings BetterSusan Stites-Doe and Gary Briggs42.Setting Ground Rules for Successful TeamworkHarriette Mishkin43.Exchanging ExpectationsStephen Hobbs44.Enhancing Team DialogueMalcolm BursonStrategic Planning and Organizational Change1.Does Yo
36、ur Clients Business Strategy Make Sense?Gina Vega,210223249307333341,TOPICAL INDEX,Team-Fly,24,116,124,233,239,287,347,5.Does Your Clients Strategic Plan Give Themthe Competitive Edge?Tom Devane16.How to Coach Employees through ChangeNancy Jackson17.How to Initiate and Manage ChangeNora Carrol18.How
37、 to Involve People in Decisions That Affect,ThemStephen Haines21.How to Develop Strategic Plans Based onStrategic VisionMarlene Caroselli30.Discussing Organizational ChangeScott Simmerman31.Dealing with Management ResistanceSharon Wagner34.Learning about ChangeCarol Harvey38.Balancing Change and Sta
38、bilityMike Milstein45.Achieving a Positive Change ClimateVicki SchneiderTOPICAL INDEX,134155261xi,This page intentionally left blank.,PREFACE,For over 30 years,I have been a consultant to individuals,teams,and total organizations,helping them to improve theircurrent effectiveness and to facilitate d
39、esired changes.I canttell you how many times I wished that I could have at my fin-gertips a variety of consulting tools,designed by expert con-sultants,that I could use freely to meet the needs of myclients.Having such a toolkit would have been unthinkable ata time when consulting resources were lim
40、ited to proprietaryuse or could cost the user a small fortune.,Times have changed.Many consultants view other con-sultants as their partners,not their competitors.Fortunately,I know a lot of them.And so,I have invited a talented andwilling group of consultants to offer their tools to guide youreffor
41、ts and,if you wish,to give directly to your clients.Best ofall,the entire collection is freely reproducible or download-able to your computer,so that you can customize whatevertools you choose.,The Consultants Toolkit contains 45 resources:13assessment questionnaires to study your clients needs,15ho
42、w-to guides to solve your clients problems,and 17 inter-vention activities to expand your clients effectiveness.Pick and choose those tools that best support your con-sultation efforts.To make it easier to make your selections,allthe tools begin with a brief overview so that you can quicklyestablish
43、 their relevance to your consulting situations.Inaddition,a Topical Index is included to help you locate tools inthe following categories:,consulting basics,leadership and management developmentorganizational effectivenessperformance improvement,problem solving and teamwork,strategic planning and or
44、ganizational change,xiii,Copyright 2001 The McGraw-Hill Companies,Inc.Click Here for Terms of Use.,I hope you will find The Consultants Toolkit to be a one-stop resource you can draw upon again and again in yourefforts to be a top-notch consultant.Mel SilbermanPrinceton,New Jersey,xiv,PREFACE,PART,1
45、,I,ASSESSMENT QUESTIONNAIRESTO STUDY YOUR CLIENTSNEEDS,INTRODUCTION,Your effectiveness as a consultant depends on the quality of the datayou obtain to study your clients needs.While there are many ways tocollect data from interviewing to observing the easiest way toobtain information from the greate
46、st number of individuals is to utilizeassessment instruments such as surveys,questionnaires,and othertools.,In Part I of The Consultants Toolkit,you will find 13 question-naires ready to use with your clients.They deal with a wide range ofassessment issues,including the study of individual clients,t
47、eams,andentire organizations.,In selecting questionnaires for The Consultants Toolkit,a premi-um was placed on survey forms that are easy to understand and quickto complete.Preceding each questionnaire is an overview that containsthe key questions to be assessed.The questionnaire itself is on a sepa
48、-rate page(s)to make reproduction more convenient.All the question-naires are scorable and may contain guidelines for scoring interpreta-tion.Some include questions for follow-up discussion.,Many of these questionnaires are ideal to utilize as activities dur-ing consultation sessions.After completio
49、n,ask clients to score andinterpret their own results.Then,have them compare outcomes withother participants,either in pairs or in larger groupings.Be careful,however,to stress that the data from these questionnaires are not“hard.”They suggest rather than demonstrate facts about people or sit-uation
50、s.Ask clients to compare scores to their own perceptions.If theydo not match,urge them to consider why.In some cases,the discrep-ancy may be due to the crudeness of the measurement device.In oth-,Copyright 2001 The McGraw-Hill Companies,Inc.Click Here for Terms of Use.,ers,the discrepancy may result
