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Consultant Approach


When describing consultant approaches distinction is often made between two main categories, both depending on the role that the consultant performs towards the client during the technical assistance.


·        The Expert Approach, by which the consultant within a specific framework of predefined problems provides technical assistance based on his analytic expertise and profound experience  on  certain business objects. By this approach the delivery of the consultant includes new information for the client within the given framework (e.g. fact findings and diagnosis and recommended problem solving).      


·        The Process Approach, by which the consultant based on his expertise on communication and learning processes involves himself in a dialog with the client in order to cause the client himself to recognise and to make priority and to search for solutions solving problems in his business. By this approach the delivery of the consultant includes activities supporting the internal decision-making process in the client business (e.g. arrangement of group sessions like problem mapping and priority games and brainstorms in search for solutions).

However, in the view of a Combined Expert-Process Approach is required.

The client previous frequently has found himself in actual cases of decision-making processes, and consequently significant parts of internal knowledge and attitudes has been uncovered over the years. Hence, if the consultant has not any analytic expertise and experience on the object makinghim able to add new and more specific perspectives to the client discussions on problems and solutions then a Process Approach will have no effect but a mapping of familiar knowledge and attitudes mostly on general level.

Combining for that reason the Expert and Process Approaches into one the relative weight given to each of the two approaches combined must be accounting for the actual client request for technical assistance (e.g. Kind of business and problem and level of problem recognition and specification and client frameworks on time and budget). Moreover, the weights should be adjusted to varying approach requirements throughout the project (e.g. Kind of project phases and participants). This adjustment of the Combined Approach will be part of the initial project proposal prepared for the client by                     

Method of Analysis does not offer advisory deducted from normative models, however only advisory based on empirical analysis. Hence, theoretical models are used to support description and set up of hypotheses on causal relations, and analysis are so far practicable and convenient for the actual task based on empirical data.       

Models to support analysis are found in the field of General Management and Organisation Theory and Financial Management & Information Theory. Since the client businesses are assumed to be different however the relevance of models is always assessed in the actual client context and, adjustment of the models to this context is carried out when required.

The models used for analysis are presented in general in the CONCULTANCY menu. However, a presentation of models in more detail will be part of the initial project proposal prepared for the client by


While carrying out actual process support and analysis several traditional techniques are used by, including e.g. techniques for interview and techniques for questionnaire and techniques for statistical analysis and techniques for analysis of accounts and techniques for the support of decision-making processes and techniques for description of personal and group characteristics.








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