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In 1984 I was introduced to this book by Peter Block when I was an internal consultant (actually an audit manager) with The Boeing Company. Block defines consulting as “any time you are trying to change or improve a situation, but have no direct control over the implementation” (p. xxi). Part of this definition applies to coaching – we have no direct control of the implementation of our clients goals and actions.
Long before it was fashionable, Block describes being as authentic as you can be at all times with the client, with authentic behavior being “putting into words what you are experiencing with the client as you work” (p. 37). The definition of authentic has broadened in today’s environment to me alignment of words, thoughts, actions with values and beliefs.
Based on Edgar Schein’s Process Consulting (1969 – see earlier blog post), Block describes the primary roles on consultants to be expert, pair-of-hands or collaborative. It is the collaborative role that most closely resembles coaching:
- Consultant and manager work to become interdependent
- Decision making is bilateral
- Data collection and analysis are joint efforts
- Control issues become matters for discussion and negotiation
- Collaboration is considered essential
- Communication is two-way
- Implementation responsibilities are determined by discussion and agreement
- Consultant’s goal is to solve problems so they stay solved.
How has Peter Block’s Flawless Consulting impacted your coaching?
Vikki G. Brock, Ph.D., MCC
Director, Division of History and Archives
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Vikki…thanks for the memories …both Peter Block and Edgar Schein’s material greatly influenced my work as a consulting psychologist and later a coach. And Peter Block will be one of the keynotes at ICF ORlando in December !!!