Posted: November 28th, 2014

time out of time TOOT

time out of time TOOT

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As discussed throughout Robinson and Robinson’s text, ‘things that can go wrong’ during the contracting processes. Prepare a posting (3 paragraphs) about how Oshry’s book (from module 2) can help you understand and work with these obstacles.

Robinson & Robinson (2008) cite client resistance, disagreement, and too-quick agreement (p. 274) as problems performance consultants may encounter during contracting.  Like Oshry (2007), Robinson & Robinson (2008) state these “problems can almost be anticipated” (p. 274).
With client resistance, Robinson & Robinson (2008) recommend stopping the meeting and supporting your clients and not taking the resistance personal. To handle disagreement, Robinson & Robinson (2008) advocate searching for common ground but recognizing it is the decision for the client to make. For too-quick agreement, Robinson & Robinson (2008) suggest identifying actions that the client must take so that the performance consultant can determine the level of commitment.
All of these recommendations are variations of the TOOT guidelines from Oshry (2007). These four steps from Oshry (2007) include all relevant parties coming together and telling the truth and listening to others (p. 30-31). TOOTs provide six outcomes, including allowing people to see the big picture and having more empathy, as well as learning that actions are not be taken personally (depersonalization) as Robinson & Robinson (2008) also said. Depersonalization is often a performance consultant’s greatest tool to help clearly see the problem, which, although not the purpose of the TOOT, is often an outcome of using TOOTs.
References
Oshry, B. (2007). Seeing systems: Unlocking the mysteries of organizational life. San Francisco, CA: Berrett-Koehler.
Robinson, D.G. & Robinson, J.C. (2008). Performance consulting: Moving beyond training. San Francisco, CA: Berrett-Koehler. Pages 203-230 (Chapters 9-10).
Things that can go wrong in the Contracting Processes of Performance Consulting are various and pointed in the course text and writings of Dana Gaines Robinson and James Robinson authors of published texts in 1989, 1995, and 2008. Their approach to training advanced in 1995 as an answer to a need of more responsiveness and flexibility within organizations that learn to work in partnership with clients (Vroman, 1995, p.1).  This extends to the wrongs that occur during the Contracting processes such as Client Resistance, Client Time and Research Needs, Disagreements and Passiveness, and Too Rapid Agreement (Robinson & Robinson, 1995, pp.247-252, pp. 274-277, 2008, p. 193). Reflecting upon the need for the Robinsons’ writings to advance even further into a human systems approach we turn to Barry Oshry‘s “Seeing Systems” (2007) to right the wrongs that can occur in Performance Consulting Contract communications.  As a performance consultant one’s vision of the wrongs that surface will be boosted by considering Oshry’s power and human systems theatre and workshop teachings that allow the participants to “see” themselves and others within their own human system (p.xxiv-xxv)
Communication conflicts sometimes occur between a Provider of services and the Customer or Client. At stake is the business relationship between Provider and Customer/Client and perhaps the job that the Provider Performance Consultant holds. Central to Oshry the Provider and Customer must leave the unseen realm of the Dance of the Blind Reflex; where the two parties share dysfunctional voice while not seeing the causes of the conflict (p. 101) before the divorce occurs and the cohorts turn into the Unfairly Judged Provider and the Righteously Done to Customer (p.104) The Robinsons’ standard communication strategies parallel the teachings of Oshry without the same depth of insight.  The Wrongs of Client Resistance, Client Time and Research Needs, Disagreements and Passiveness, and Too Rapid Agreement are met with tact to listen, empathize, motivate, restate for clarity, adapt, agree, and let the client decide (Robinson & Robinson, 1995, pp.247-252, pp.274-277). This is similar to Oshry’s, Time Out of Times (TOOTS) whose “outcomes are illumination, empathy, depersonalization, revitalization, problem solving, and strategic planning (pp.28-29). Somewhat lacking within these strategies is the untold that drives the behaviors and actions of both Client and Provider which needs integration into a robust partnership; hence we must find the rights and right the wrongs. The ultimate partnership can be realized by dancing again; without the Blind Reflex and beyond the TOOT to the Robust System where the performance consultant contract wrongs get righted within its very simple yet complicated system of Provider –Client.
Robust System Processes integration will Right the Wrongs and allow the Performance Consultant/Provider to meet with the Client within a human system that draws “energy from the interplay of opposing forces” (Oshry, 2007, p.205) which creates the communication – relationship- power conflicts. Anarchy, totalitarianism, and democracy (pp.210-211) can be reflected in the actions of the Provider and the Client The client exists in their own type of system as does the provider. An intersect of the two is needed to right the wrongs that are in conflict.  The Robust system that provides the partnership intersect is the one that allows the partners to express, elaborate, and honor individuation, integration, differentiation, and homogenization allowing adaption without hidden fears (pp. 211-212) inclusive of their own systems.  Such a state will allow a Robust power system without things going wrong during contract processes.  Recognition and utilization of Oshry‘s power and human systems approach will allow the Performance Consultant to peer deeper into the relationship with the Client through a lens without barriers or spatial limits. What is really happening and why surfaces as the Oshry seeing systems are applied to the things that go wrong. This is forever evolving as the client partnership though now righted will continue to face and reface obstacles. However wisdom of Oshry will allow the Performance Consultant a whole view of the client and client issues during the contract phase to ensure best practice.
References
Oshry, B. (2007). Seeing systems: Unlocking the mysteries of organizational life. San Francisco, CA: Berrett-Koehler.
Robinson, D., & Robinson, J. C. (1995). Performance consulting: Moving beyond training. San Francisco, CA: Berrett-Koehler Publishers, Inc..
Robinson, D., & Robinson, J. C. (2008). Performance consulting: A practical guide for hr and learning professionals. San Francisco, CA : Berrett-Koehler Publishers, Inc..

Robinson & Robinson (1996) suggest things can go wrong during the discussions of an assessment contract (p 247).  It is important to plan contingencies for the surprises.  Planning for setbacks only demonstrates your ability as a strong performance consultant, which will reassure the client in the long run.  This will ultimately speak to your credibility and potentially get you more business through word of mouth.
Trust can be a major obstacle.  If the client does not trust you as the consultant there will not be a contract.  The client has to trust the work of the consultant to properly handle the findings of the assessments.  As the consultant you need to serve as the guide, not the driver.  Robinson & Robinson (1996) uses the metaphor that you as the consultant can only sit in the passenger seat with a map giving directions of the trip, but ultimately it is up to the driver, client, to decide which way to go.  When you lose grip of your role and duties that is when things can go wrong.  Robinson & Robinson (1996) state that your role is to increase the perceived value for the approach you propose (p 250).  They also explain that it is important to keep your focus on the big picture rather than on any specific element within that picture (p 274) to ensure the project keeps moving forward.
Elements that could cause setbacks might be: resistance during the process and data collection, objections to a timeline and research needs, and passive roles during the process.  Recognizing these surprises can help you better prepare contingencies.  Oshry (2007) suggests a TOOT model to see the big picture in the day-to-day system within the context of the organization.  TOOT is Time Out Of Time and it helps go from spatial blindness to spatial sight.  TOOTs follow two basic guidelines: tell the truth; and listen carefully to others.  As a performance consultant it is extremely important to listen carefully to the client.  By listening and telling the truth you can expect to have: illumination, empathy, depersonalization, revitalization, problem solving, and strategic planning (Oshry, 2012).  Following this model you can expect more cooperation, less finger pointing, and more energy directed to the business of the system.  So the setbacks that we may need to prepare for can be deflected or at the very least cushioned by the TOOTs model.

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