Consulting is essentially knowledge transfer. Process refers to the ability to transfer knowledge. The process of consulting is as important as the substantive elements of consulting, for knowledge is of no benefit to the client if it is not transferred successfully. Sometimes this process is referred to as counseling in order to distinguish it from what is transferred (i.e., the consulting part).
The process of consulting has two basic elements:
The Consulting Attitude. The appropriate consulting attitude includes active listening, appropriate questioning, empathy, an ethical stance, the offering of carefully determined advice, the ability to suspend judgment and disbelief as necessary, and the avoidance of conflicts of interest, dependency, and counter-transference.
Steps Involved in Conducting a Case. Generally, the process of consulting involves the following steps:
Initial Interview. At the Initial Interview, the SBA Form 641 must be completed and signed prior to any consulting. (The electronic form on the Hawai`i SBDC Network�s web site is acceptable as a �signed� form.) The balance of the session should be devoted (a) to determining whether the client is eligible and (b) to discovering what the client thinks the presenting problems are.
Analysis of the Case. Following the determination of client eligibility, the consultant should obtain sufficient information to conduct an analysis that will define the objectives of the case and the resources necessary to achieve the objectives. From an ASBDC Position Paper: �Only when a [consultant] is required to specify the anticipated outcome, can [s/he] determine what combination and level or resources might get the client to that outcome. . . . [Consultants] should be able to describe their systems for determining outcomes, allocating resources, and measuring the achievement of the identified outcomes.� This process is critical since the client may not necessarily understand the problem they are presenting or its fuller implications.
Body of the Case. During the body of the case, the consultant and client work together to achieve the case objectives, recognizing that the case may proceed in other than a straight, well focused path toward the achievement of the objectives. Even so, the case should move in that general direction or the objectives should be redefined. Sessions should have (a) goals, (b) activities designated for both the client and the consultant, and (c) scheduled follow-up sessions and follow-up dates.
Determination of Economic Impact. It is the policy of the Hawai`i SBDC Network that resources should be significantly directed toward those clients that have the potential to create greater economic impact upon the community through sales increases, job increases, assisting in the establishment of an industry new to Hawai`i, or similar impacts. Immediately following 10 hours of consulting (Best Practice following 5 hours of consulting), the consultant must determine the potential economic impact of continuing to invest consulting time in the client and place a statement in the file. (See also Consulting: Case Management: Case Portfolio.)
Close-Out of the Case. When the objectives of a case have been achieved or the case has become inactive for 90 days (best practice), the case should be closed. When the case is closed, the closing documents should include a short analysis of what was achieved. (See also Reporting Deadlines, & Master Calendar.)
See also in this document: Narrative Write-Ups on CDIS and Reporting Deadlines & Master Calendar.
See related topics in this section:
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The Consulting Process |