A la carte pattern, consulting pattern Series

Bian magpie saw Cai zhenggong, Li has a room, Bian magpie said: "You have a disease in the governance, will be afraid of deep ." Min Hou said: "No disease ." Bian magpie out, ma Hou said: "the good treatment of medical disease does not think of merit ." In the ten days, Bian Que said: "The King of the disease in the skin, not cure will benefit deep ." Hou hou should not. Flat magpie is out, and Hou is unhappy. In the ten days, Bian Que said: "The King of the disease in the gastrointestinal, not cure will benefit deep ." Hou hou should not. Flat magpie is out, and Hou is unhappy. In the ten days, Bian Que looked at the Hou and left. Ma Hou asked me, Bian Que said: "the disease is in the blood, and the soup is ironed. in the skin, the needle Stone is also in the stomach, fire Qi and also; in the bone marrow, the fate of the, helpless also. In the bone marrow, the Minister is not please ." In five days, the Gong suffered a pain, causing a magpie to escape Qin Yi, and Hou hou died.

-- Bian Que Jian Cai zhenggong

Mode name

Order-based ordering Mode

Intention

By providing our deliver services (including training, lectures, workshop, and so on), we allow customers to choose rather than arranging various trainings to stimulate their needs and reduce their inefficiency, and enable customers to better understand us and quickly establish a cooperative pace

Motivation

The company's desire for change sometimes comes from the management layer, and introducing external consultants is a decision that only they can make. at this time, the front-line team often passively accepts the consultants arranged by the company's management, and the internal motivation for making changes is insufficient, so that the consultants are in violation of winberger. "unless requested by the customer, otherwise, do not work. A common feature is that team members feel comfortable with their work and are acceptable in terms of efficiency and quality. at this time, if the consultant is willing to improve his team, he will face many problems caused by lack of team motivation. For example, any difficulty will be magnified by the team as a justification to refute, some improvement measures will be congested and perfunctory by interfaces such as "we are good enough.

Another scenario is that the team does have problems and intends to improve, but the consultant needs time to understand the problem, and it takes some time to make some adjustments even if the problem is understood.

The common feature of the above two situations is that the Team has not been improved for a long time, so it is difficult to establish trust in consultants.

The traditional solution is "quick win", that is, consultants can quickly discover and solve a problem in the team based on their own experience, thus opening up the situation for cooperation. this is very suitable for the latter case. but it still cannot solve the first problem. The team does not know it, and does not think it is a problem.

Therefore, in order not to turn customers into CAI zhenggong, we need to solve the unknown problem and the lack of motivation for improvement.

Solution

Everyone enjoys free things. new food promotions in supermarkets will always be tasted when someone passes. the software will provide a free trial. all these measures aim to relieve the psychological burden of paying users, but at the same time can stimulate their needs. consultants can do similar things.

Consultants can list the services they can provide, including various trainings, lectures, and workshop, so that the team can choose from them. no need to emphasize that the team must change after learning, so these services are like a kind of welfare, and the team can even participate without listening. in these training or lectures, the consultant should consciously show the heights that the team never thought of before, and give the team a kind of "the original thing can still be like this", ", you can try "and other impressions. in this process, the consultant can also guide the audience to give examples of their own teams, so as to deepen the idea of "you can really try it" and so on.

The risk here is that the audience feels that they are not applicable to their actual situation. At this time, it is a good starting point: what causes the problem to be inapplicable? This is actually a problem that the team is not aware.

From another perspective, this is also an application (pull over push) that promotes the system to pull the system idea ).

Related Mode

• Problem-driven model. This model emphasizes not to implement practices that are not needed by users.

Pattern series:

• Problem driven pattern, coaching pattern Series
• Baseline pattern, coaching pattern Series
• Framework pattern, consulting pattern Series
• Meta pattern, consulting pattern Series
• COC: context over code, coaching pattern Series
• SOS: story over solution, coaching pattern Series