Are you a Dirty Consultant?
She was.
When she
was the consultant two decades ago, she refused to advise until she knew what
she was advising on. She would do a night with the night-shift, spend a day
with the truckers, work the warehouse, visit different branches and speak to
white and blue collar workers about their experiences. She never assumed she
could make a good call without knowing how it would impact jobs across the
company.
But she
couldn’t do it anymore.
The
consultants the company now employs don’t do that. They are suited and booted,
equipped with shiny laptops and digital tools, promising high-tech solutions
for all her woes. But never, ever, doing the dirty work of finding out what was
going on in the messy organisational reality.
Instead,
they produced engagement platforms, driven by cutting-edge technologies running
on pumped up algorithms aimed at discovering who was disengaged and providing
real-time data on what they were doing and how they were feeling.
They
would then proffer solutions on how to sort it out. But these solutions had no
context. They were drawn from best practice models about behaviour that had no
relationship with the work the people were actually doing or the contextual
complexities of the issues.
Read more
here.
Picture
source: Shuttestock.com
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