Consulting--Part 2. The art and science of using consultants.
Part I of this series described a research project--a survey of more than 300 physician executives. Asked to share their personal experiences of unsuccessful consultations, our correspondents painted a clear picture of what can go wrong when organizational consultants enter health care systems, and described the lasting destructive sequelae to failed consultations. The two issues responsible for most failed consultations were the intrusion of internal politics into the process and the failure to clearly establish and maintain consensual goals. In Part 2, the consultation process is explored from a very different perspective. What are the issues that often trigger requests for consultation services, as well as the dynamics that can foreshadow success or failure before consultants are even engaged? What are the pitfalls and pointers for the successful use of consultation services?
Lister
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Ki Associates, Portsmouth, NH, USA. KiAssoc@aol.com
Pirrotta
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D003253:Consultants; D003657:Decision Making; D005069:Evaluation Studies as Topic; D017408:Guidelines as Topic; D006801:Humans; D007857:Leadership; D009937:Organizational Objectives; D008486:Physician Executives; D011057:Politics; D011216:Practice Management, Medical; D014481:United States