Course: HRM 5090: Internal Consulting

Read Below and answer the questions at the bottom:

As an HR consultant, how will you use the possibility approach when working with difficult people and situations?

Human Resources consulting is beginning to adapt, as HR consultants must become more innovative in collectively addressing problem situations and stress conditions in organizations. Yet, it is also important to develop a positive approach that encourages HR consultants and others to envision productive methods of working through difficult people situations and challenging work situations (Block, 2011). The possibility approach is future-oriented and relationship-orientated, offering a valuable framework for HR consultants to connect with and respond effectively to difficult people and situations. The purpose of this paper is to consider the application of the possible approach for use with HR consultants, especially in addressing the challenge of working with difficult people and challenging situations in organizations (Cummings, T. G et al., 2014). Therefore, the possibility approach to consultancy is more forward-looking and centered around building trusting relations as core elements of problem-solving. Consultants operating with a possibility ethos work to move employees away from problem definition and truth-seeking to discovery. Such a focus on possibility changes the stance toward resistance since focusing on what is possible allows for a more patient and relaxed approach that fosters change.

As an HR consultant, you can address difficult people and situations using the possibility perspective by considering the following moves. Building trust you need to earn the trust of others before you can suggest alternatives to improve. It is important to find a way to build trust. HR people need to earn the trust of the person concerned, their line manager, and other stakeholders. At that point, they 'can see more than one way' (O'Connor, P et al., 2007). Active listening involves listening receptively and giving weight to the worker's perspective and thoughts about his or her problem. Including this aspect in the consultation session is key to the possibility approach. Instead of launching into a litany of problems, organizational development consultants should actively seek out what is already working, amplify those strengths and success stories, and improve upon them (Scharmer, 2009). Create a Vision for the Future the possibility approach encourages the consultant to collaborate with stakeholders to craft a vision of some desirable future. Indeed, often, the most effective way for consultants to leverage the creative capacity of employees is to draw on their stories of what could be to create a powerful vision for how things could be if, say, the organization began to engage in different ways with the community or with its employees. Facilitating Change Slowly acknowledging that change might be resisted, the possibility approach advises that HR consultants facilitating change should be patient and incremental in their approach to implementing solutions. A small win, once celebrated, can neutralize resistance and create momentum for much more significant changes.

In conclusion, the possibility approach gives HR consultants the basis for the skills they need to deal with tricky people and situations. Building on trust, they can actively listen, work on the inner strengths of the individual and the team, develop a compelling vision of the future, and shepherd them through the transformation gradually. Adopting the possibility approach to consultancy in organizational life is a small step toward a more forward-looking, relationship-oriented HR consulting practice.

Questions:

1. Can you think of possible scenarios where conflict might be present that this approach would work for?

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2. What about multinational organizations where you might have to deal with cultural differences?

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