Problem Defining and the Consulting/Intervention Process

A method of evaluating an organization's approach to change to determine if it is well-suited to the types of problems being experienced to suggest the use of teams of consultants so the problems can be conceptualized from a number of different viewpoints.

Abstract

Although many different approaches are currently being used to create planned change in organizations, Kilmann and Mitroff feel that too little attention has been paid to determining the effectiveness of these different methods in solving the organizations' problems. Based on intervention theory and the consulting process, the authors offer a method of evaluating an organization's approach to change to determine if it is well-suited to the types of problems being experienced. The process of change is diagrammed as a five-step cycle: 1) sensing problems; 2) defining problems; 3) deriving solutions; 4) implementing solutions; and 5) evaluating outcomes. Most consultants enter the process at step 3 which increases the probability that they will try to solve the wrong problem (termed Type III error). A second source of trouble is that consultants are usually trained in one or two disciplines and, therefore, see problems primarily in those perspectives. Kilmann and Mitroff suggest the use of teams of consultants so the problems can be conceptualized from a number of different viewpoints.