In reading the insert, Part II: Deciphering Hidden Forces and Processes, from the book Process Consultation Revisited (1998), Edgar Schein made mention of “personal flexibility “in reference to becoming a better helper. I feel this is an essential characteristic for any consulting team, leader or helper to be effective in practice. Everyone has biases based on a number of factors, mainly from personal and professional experiences. Allowing these particular biases, while valid, to interfere with the helping process may harm the message given to the client, staff, or receiver. It proves to be very difficult to not allow your own personal/professional experiences to surface because after all these experiences contribute to you being deemed an “expert” in a particular area. How do you not let this influence your message? This is likely the dilemma of many consultants and leaders. Having personal flexibility should allow you to welcome new interpretations, while minimizing preconceptions that are derived from ones own experiences. While your experiences can be a tool to help to open up dialogue and enhance the relationship building process, we must remain flexible when interpreting issues (or problems) that we are called on to help or consult with. There are a number of factors that contribute to any problem/issue. Some of these issues are hidden, and in order to uncover the true essence of the issue and provide accurate interpretation and feedback, you must be open and flexible to all possibilities.
(Not so) Simple Communication
Communication is often the reason given for inefficient performance within a company, no matter the industry. Communication is vitally important to creating dialogue. Some may think dialogue and communication are synonymous, but as I read more from the text of Schein and reflect on life/career experiences, it makes me wonder if knowing how to effective communicate begins with unbiased learning through dialogue. In order for the process consultant to truly fulfill its role as helper, there has to be an understanding of the psychodynamics of the subject as well as the technical issues.
As defined by The American Heritage® Dictionary, psychodynamics means –the interaction of various conscious and unconscious mental or emotional processes, especially as they influence personality, behavior, and attitudes. Further, the study of personality and behavior in terms of such processes.
Examining the psychodynamics of a situation or client, a consultant must first be aware of its own biases and emotional triggers in order to be able to decipher and help the client. What preconceived judgments are there to make a consultant come to a “solution” for the client? In order to truly help a leader to understand how to effectively communicate with their team, in my opinion, a consultant must stress them to understand the psychodynamics of the individuals within the organization.
Understanding HOW to communicate with an individual is the first step to effective dialogue. As a leader/owner/consultant/coach/manager it is important to understand and respect the theory of psychodynamics. Messages must be conformed with a sincere thought of the individual receiving in order to be effective.
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