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Block's strategies for engagement

Please answer (A) through (F) In your own words based on experience and expertise...

(A)What did you think of the approach Peter Block takes to engagement? Is it feasible in an organization? Why or why not?

I have found Block's strategies for engagement include:

? Balance between presentation and participation

? Full disclosure and the public expression of doubt

? Real choice on the table

? New conversations

? A physical structure of the room that supports community

All of these can be feasible within an organization. These are the types of strategies that one can employ with clients, and is a matter of really making a concerted effort to apply them.

(B) Block takes the position that traditional methods of implementation (project plans, directives from on top, and reward systems) are some of the least effective ways to implement a change in an organization. What are the implications if this is true?

According to Peter Block, "when consultants and managers apply centrally created vision, standards, rewards, skills, and measures as primary tools to maintain control and make the world predicable, they interfere with the implementation efforts." I find that Block believes and conveys that certain tools are not necessarily indicative of their intent.

I believe there should be flexibility to let individuality among the staff and new ideas to be incorporated into a project.

(C) Many organizations are not willing to spend money so quickly in a new venture because managers may argue that many of the issues will work themselves out in time. Its easy to call them growing pains. Is this a valid argument? What argument would you make to counter this?

(D) Is there a time when one could use an internal/external consultant combination to solve a problem?

(E) What makes objectivity a character trait as opposed to being situational or issue specific?

(F) One can argue that strict obedience stifles the thinking process and people become almost robotic. What are your thoughts?

Source

Block, P. (2002). Flawless Consulting. John Wiley & Sons, Inc. New York.

Solution Preview

(A)What did you think of the approach Peter Block takes to engagement? Is it feasible in an organization? Why or why not?

I have found Block's strategies for engagement include:

? Balance between presentation and participation

? Full disclosure and the public expression of doubt

? Real choice on the table

? New conversations

? A physical structure of the room that supports community

All of these can be feasible within an organization. These are the types of strategies that one can employ with clients, and is a matter of really making a concerted effort to apply them.
These theories seem feasible in an organization.

? Balance between presentation and participation: Meetings and decision-making are a part and parcel of the management process. Presentation should be used for informing the participants about the salient points and issues, however, it is a participation-based discussion and open argument that leads to meaningful decisions and increases the engagement of all employees.

? Full disclosure and the public expression of doubt: full disclosure is important in the organization so that employees are engaged in the process, however, the public expression of doubt indicates that there is a problem that needs to be solved and the current strategy may not be adequate.

? Real choice on the table: A very important element in increasing involvement. Every alternative should be placed on table. For example, if a new product is to be launched, it may be a countrywide launch, a local launch with plans of countrywide launch or a launch in selected states with plans to launch them country wide. If all the relevant employees are given the alternatives and are made a part of the decision making process, the employee engagement will soar.

? New conversations: New issues that had not been discussed with employees, if discussed for the first time increase employee engagement. For example if the admin invites suggestions from all employees prior to the changing of the office lighting, the level of employee engagement will increase.

? A physical structure of the room that supports community: If the engagement of the employees increase in the company, the level of engagement in the other institutes of the community will also increase.

(B) Block takes the position that traditional methods of implementation (project plans, directives from on top, and reward systems) are some of the least effective ways to implement a change in an organization. What are the implications if this is true?

According to Peter Block, "when consultants and managers apply centrally created vision, standards, rewards, skills, and measures as primary tools to maintain control and make the world predicable, they interfere with the implementation efforts." I find that Block believes and conveys that ...

Solution Summary

Block's strategies for engagement are evaluated.

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