This indicates the tricky nature of the problem of consultant client relations wherein the temptation to use confidential and insider information to ones advantage is motivated by greed and power. The interaction between clients and consultants during consulting projects is essential for their success and therefore for the long-term survival of consulting companies. There will come a time when the strategy that a consultant has implemented has been exhausted. Further, considering the extremely competitive nature of the market wherein there are several consulting firms competing for the same client, money talks and hence, consultants are often found to go along with the client. Sharing attorney-client communication with these kinds of agents should not waive the privilege in every instance. We are a ISO 9001:2015 Certified Education Provider. In this case, the consultant would have to choose whether to select an effective strategy that may not show results right away, and a less effective strategy that may show immediate results. Consultant and, whenever action is necessary, the Client shall inform the Prime Consultant of the Client's decisions, in a reasonable and timely manner. For instance, who would take credit for the success or failure of the program, and at what point? During this stage of the process, consultants must also decide whether to limit his or her investigation to the problem identified by the client, or to investigate other areas within the organization that could also indirectly affect the issue at hand. Think of it as a way to communicate and mitigate risks. It’s important In this case the consultant should ask themselves if this is something they are able to do. Of course, as some experts have mentioned, the real issue here is of conflict of interest. These examples indicate that the consultants have to walk a thin line between fulfilling professional obligations and reporting unethical behavior. Similarly, the Satyam scandal in India was also found to be a case where the consultants (or some of them) knew about the goings-on in the company and were in breach of the code of conduct and even legal aspects since they did not report the matter to the regulators. After the first two basic steps of the model of marketing oneself as a consultant and having the initial meeting with the client, the third step of the model is to have the client state the problem (Smeltzer, et. The contract is the foundation of communication between the client and the consultant. By clearly explaining the problem in a way in which your client will understand, will allow them to digest and come back to you in a more empathetic manner. People who are passionate about a subject, like a good consultant, can often speak quickly and use ‘jargon’ that the client isn’t familiar with. Despite this non-waiver rule, the Pennsylvania Court held that the hospital waived the privilege because the PR consultant was not involved in … Finally, above everything the maintenance of normative consultant client relations depends on the institutional structures, the incentives for good behavior as well as the incentives for moral hazard, the role of the regulators and how strictly they enforce the law, and the individuals themselves considering that they are the ones who are either benefiting or losing out when the scandal breaks. Anticipate client needs: Your communication plan will help you anticipate client needs and address them before they arise. Communication is essential in all aspects of life, whether interaction is achieved through words, writing, or actions. Decisions pertaining to the use of materials and ideas after the client-consultant relationship has ended should be determined prior to the implementation of the program. In some situations, it may be both morally and politically judicious to withhold information (i.e. Smeltzer, Watson, and Barker developed the Model of the Communication Consultant/Client Relationship, which consists of 24 steps that explore various aspects of the relationships between consultants and their clients. Excellence through effective communication. Lastly, the client and consultant must determine the level of ownership of the program and implemented strategies (p. 130). During this phase, the consultant must decide how extensive an evaluation to conduct, determine “what aspects of the evaluation should be used by the consultant for personal self-development and what should be used for organizational improvement,” and must separate objective data from subjective data (Smeltzer, et. » Many head consultants are not interest in engaging subconsultants due to the associated tasks and responsibilities of coordinating all, administering contracts, bearing professional liability, dealing with payments, etc. Since the client is the one who pays them, it is often the case that the consultants are reluctant to report malfeasance to the regulators. Throughout the course of their engagements, consultants will often need to assume a number of different roles in order to provide the service that their clients actually need. Best Small Business Management Software Solutions, How to Avoid the Most Common Challenges in Establishing a QMS, Singapore Incorporation Guide with Figures, Ceo Training Programs - Benefits Of Ceo Coaching Programs. While many contracts are contracts of adhesion, in … Regardless of the end result, it is imperative that the consultant make a valiant effort to continuously make ethically and politically sound decisions throughout the entire relationship with the client to ensure optimal results. Steps 17 and 18 of the model begin the evaluation process of the consultant program. The model is based on the premise that consultants often must work in environments where political and ethical issues are raised simultaneously (Smeltzer, Watson, & Barker, 1984, p. 126). “…special problems develop when one is aware of certain information and contemplates the possibility of withholding it. 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