DPLS 743fa06 - Leadership and Consulting

DPLS 743 - Leadership and Consulting
Fall 2006                                 3 Credits

Professor:   David Whitfield, Ed.D.
Office:    Adjunct
Home Phone:  360. 866. 9794

E-mail: david@learnleadcoach.com or whitfield@gonzaga.edu

Office hours:  By appointment

Class Logistics:
Saturdays 8 – 12 Noon
Room:  RC 218
Dates:  Sep 9, 16, 30; Oct 14, 28; Nov 11, 18; Dec 2

COURSE OVERVIEW
This course examines the philosophy of consulting to include the ‘main body of leadership mind’: ethics, courage, reality, and vision as intelligence tools.  It also examines the consulting domain as it relates to internal and external barriers of organizations, such as structural concerns, gaps in leaders’ skills and knowledge, effectiveness of collective intelligence.

COURSE EXPECTATIONS
The major focus of this course is to gain an understanding of consulting as it links to leadership.  Some questions we will address include:  What is the nexus between consulting and leadership?  And so what?  What are the skills necessary for a successful consultant?  Why would a leader seek a consultant?  It is to address the cultivation of consultative competency in the participants; generate familiarity with at least one theory.   The course is to help participants engage successfully in personal, interpersonal, and organizational transformations that foster integrative awareness and alignment between theory and practice, and relationships with clients and oneself.  Each participant will act as a consultant/change agent throughout the class.

SPECIFIC OBJECTIVES
Understand, apply, analyze, synthesize and evaluate consulting principles and practices through a variety of instructional activities;

Participate in the consulting process through case studies, research, and instructional activities;

Examine the role of communication critically as it influences organizational functioning; and,

Critique your inner world, communication skills, and consulting mind-set.

REQUIRED TEXTS:
Koestenbaum, P. (2003). The philosophic consultant: Revolutionizing organizations with ideas. San Francisco, CA:  Jossey-Bass/Pfeiffer.

Weiss, A. (2003).  Organizational consulting: How to be an effective internal change agent. Hoboken, NJ: John Wiley & Sons.

DELIVERABLES

1. Introduce your “Company”/“Team.” (Internal or External)  Charter? Vision? Mission? Goals? Values? Why does it exist?  Introduce your Company/Team as consultants, to the class members as potential clients.  Your group is to prepare a 3- to 4-page outline for a potential client (the class). This outline and your presentation will either land you the job or it will not. Demonstrate what value you bring to the “client.”  Why should the client/we hire you?  Or, why should your “firm” select you as an “internal consultant”? Time: 15 Minutes.  The class will vote on your acceptance/rejection.
   Due: 9/16                                                   15%
2. Consultants’ Dialogue/Group Project:  This is a role playing exercise.  See scenario on handout/create your own.  Your group of 3 but not more than 4 consultants will dialogue with the class (potential client). The rest of the class will listen and evaluate you (consultants) as if they too, were thinking of working  with or you.  This dialogue should last no more than 25 minutes, not counting questions and answers.    
    Due: 9/30                                                  25%
3. Consulting Proposal:  Your proposal will contain all the ingredients consistent with today’s practices.  The idea is to outshine your competitor.  How will you do this?  Again, why should a client work with you/your company?  Not to exceed 10 double-spaced pages.  
   Due: 11/18                                                 25%
4. Scholarly Paper:  Write a scholarly paper comparing and contrasting the differences among consulting, training, and education.  And so What?  Not to exceed 8 double-spaced word-processed pages; the 8 pages will not include the reference list.  
   Due: 12/2                                                   25%
5. Class Participation:   Provide 4 relevant abstracts: not to exceed two (2) double-spaced pages, as scheduled below.  These abstracts may be used to build toward your scholarly paper and proposal. Make every effort count: in consulting time is money.   One of the four abstracts will be the summary of an interview with a company member (not to exceed 3 pages), answering at least these questions: a. what do you look for in a consultant?  b. Describe an experience (good or bad) you have had with a consultant. Why good? Bad?

Summarize at least 2 classes/discussions via e-mail.          10%

Class Schedule

POWERPOINTS: 

• Overview
• Money
• Dialogue (??)

ADDITIONAL READINGS/REFERENCES:
(Leadership & Consulting)

Avruch, K., & Black P. W. (1991). Conflict resolution: Cross-cultural perspectives. London: Praeger.

Bohm, D. (1992). Thought as a system. London:  Routledge.

Csikszentmihalyi, M. (2003). Good business: Leadership, flow, and the making of meaning.  London:  Penguin Books

Drucker, P. F. (2004).  The daily Drucker: 365 days of insight and motivation for getting the right things done. New York: HarperBusiness.

Berger, S., & Dore R. (EDS.). (1996). National diversity and global capitalism. Ithaca, NY: Cornell University Press.

Biech, E. (1999). The business of consulting: The basics and beyond. San Francisco, CA: Jossey-Bass/Pfeiffer.

Buckingham, M. & Coffman, C. (1999). First, break all the rules:  What the world’s greatest managers do differently.  New York, NY: Simon & Schuster.

Egan, G. (1988). Change-agent skills: Managing innovation & change.  San Diego, CA: University Associates.

Fialka, J. J. (1997).  War by other means: Economic espionage in America.   New York, NY: Norton.

Gardner, H. (1999). Intelligence Reframed: Multiple intelligences for the 21st century. New York: Basic Books.

Gerber, M. E. (2003).  The e-myth contractor: Why most contractors’ businesses don’t work and what to do about it.  New York, NY: HarperCollins.

Gerber, M. E. (1998). The e-myth manager: Why management doesn’t work—and what to do about it.  New York, NY: HarperCollins.

Gitlow, H. S., & Gitlow, S. J. (1987).  The Deming guide to quality and competitive position.  Englewood Cliffs, NJ: Prentice-Hall.

Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books.

Guest, R. H., Hersey, P., & Blanchard K. H. (1986). Organizational change through effective leadership. Englewood Cliff, NJ: Prentice Hall.

Hammer, M., & Champy, J. (1993).  Reengineering the corporation: A manifesto for business revolution.  New York, NY: HarperCollins

Heider, J. (1986).  The tao of leadership: Leadership strategies for a new age.  New York, NY: Bantam

Heifetz. R. A. (1994). Leadership without easy answers. Cambridge, MA: The Belknap Press.

Isaacs, W. (1999).  Dialogue and the art of thinking together. New York, NY: Doubleday.

Kahane, A. (2004). Solving tough problems: An open way of talking, listening, and creating new realities.  San Francisco, CA: Berrett-Koehle.

Kotter, J. P., & Cohen, D. S.  (2002). The heart of change. Boston, MA: Harvard Business School Press.

Kotter, J. P. (1996). Leading change. Boston, MA: Harvard Business School Press.

Krishnamurti, J. (1973). The awakening of intelligence. NY: HarperCollins.

Lipman-Blumen, J. (2005). The allure of toxic leaders: Why we follow destructive bosses and corrupt politicians—and how we can survive them. Oxford: Oxford University Press.

Martineau, J., & Hannum K. (2004). Evaluating the impact of leadership development: A professional guide. Greenboro, NC: Center for Creative Leadership.

Powers, B., & Ellis, A. (1995). A manager’s guide to sexual orientation in the workplace. New York: Routledge

Ryan, K. D., & Oestreich, D. K. (1998). Driving fear out of the workplace: Creating the high-trust, high-performance organization. San Francisco: Jossey-Bass.

Senge, P., Scharmer, C. O., Jaworski, J., & Flowers, B. S. (2004).  Presence: Human purpose and the field of the future. Cambridge, MA: Society of Organizational Learning (SOL).

Schein, E. H. (1999). The corporate culture survival guide:  Sense and nonsense about culture change. San Francisco, CA:  Jossey-Bass.

Schein, E. H. (1992).  Organizational culture and leadership. (2nd ed.).  San Francisco, CA: Jossey-Bass.

Schein, E. H. (1999). Process consultation revisited: Building the helping relationship. Menlo Park, CA: Addison-Wesley.

Torbert, B. & Associates. (2004). Action inquiry: The secret of timely and transforming leadership. San Francisco:Berrett-Koehler.

Weiss, A. (1998). Million dollar consulting: The professional’s guide to growing a practice.  New York, NY: McGraw-Hill.