13. CONFRONTING THE WINDS OF CHANGE. The scope of consulting expanded exponentially in the past twenty years for numerous reasons. The downsizing of organizations resulted in many internal training departments being reduced to skeletons of what they once had been. Corporations discovered that it was much more cost effective to hire external consultants to address a specific organizational need. The changing nature of the socioeconomic and political climate in America and the world demanded that organizations seek out specialists in specific areas when the need for change erupted. Many top executive staff retired in the seventies and eighties, but due to their living longer and feeling the need to remain productive, they often opted to enter into contractual agreements with either their former employers or other corporations and market their expertise to the highest bidder. No where is this more evident than with former government employees who have touched the highest levels of power in Washington and are now consultants to the world. Consultants benefitted from boom times along with everyone else. The industry newsletter, Consultants News, estimated a management consulting market of $3 billion in 1980. In 1990 this estimate rose to $22 billion! Ironically, during this same decade, the Big 6 accounting firms laid off consulting staff by the hundreds. Arthur Anderson, sporting the world's largest consulting group, Anderson Consulting, cut costs to meet lower market demand. Other companies are concentrating on growing market niches or by merging with other firms already rich in specialized talents. The phenomenon of rapid growth defies logic especially for the traditional consultants, who, because of either inflexibility or their security in the belief that their clients will remain with them forever. The changes in the consulting industry go far beyond normal economic swings and are undergoing a revolutionary metamorphosis. To keep up with this rapid change, consultants too must struggle to remain on the "cutting edge." The alternative is to continue to sulk in plush offices hoping for a miracle (Tuller, 1992). Today a whole new business arena exists. Gone are the good old days of laissez-faire free market practices. A whole new paradigm of company ownership, controls, relationships, and values have taken clients into a search for "Third Wave" consultants. Technology itself refuses to permit the consultant the luxury of ignorance. The consultants who will prosper in the next few years, Tuller (1992) wrote, are those who are dynamic, adventurous explorers, ready, willing, and able to meet new challenges in leading clients through the maze of new technologies, management techniques, financing options, and the market opportunities which will reflect the global economy of the 21st century. "To exploit the global arena is to prosper; to ignore it leads to dead ends" (p. 9). Tuller (1992) described five radical changes occurring in the business, political, and educational communities which consultants must deal with to ensure future success. 1. The onslaught of global competition. Companies of all sizes are rapidly learning that to remain competitive in their customary markets and to open new markets, they must incorporate global value-added production and marketing in their strategic plans. Giant competitors have sold globally for years. It is time for smaller and mid-sized companies to join the parade. 2. Upheaval in the world financial system. The age of easy credit led to the downfall of more than 200 American banks every year since 1987. Financial mismanagement and fraud resulted in the S & L debacle. Without radical changes in the federal regulations the FDIC will be bankrupt in just a few years. The entire world financial system is in a state of flux with massive changes in cross-border financing on the horizon. 4. A revolution in social consciousness. Across the global spectrum demands for equality, social care, and freedom echo through the halls of governments and corporations. Usurpation of labor and abdication of employer responsibility have led to massive social reforms in government resource allocation and corporate policies. Continued shifts toward environmentally safe products, guaranteed health care, and community development, are opening the new doors and creating new problems for governments and private enterprise alike. 5. The "Star Wars" technology revolution. Advances in medicine, communications, and transport technologies heretofore relegated to comic books are opening enormous competitive advantages. Alternative energy sources obsoleting oil as a primary fuel portend huge changes in organization structure, product development, and social impact of a vast array of products and industries (pp. 5-7). In preparing for these changes, what can the budding consulting hope to find in his or her endeavor to break into this burgeoning global market? Few would argue that the most rewarding and long-lasting client-consultant engagements evolve from the personal relationships built up between a client's owner or manager and consultant. Tuller (1992) believed that the personal touch is essential in developing a long-term consulting relationship with any client. Management consulting will continue to be a personal service business. Dougherty (1988) supported the necessity of personal relationships as a major weapon to dispel consultee resistance, including misconceptions of the consulting role, a dysfunction within the consulting relationship, fear of discomfort or disclosure and shame, and feelings of helplessness. To deal effectively with resistance, consultants must create positive expectations in administrators about the experience and outcomes of consultation. This goal can be accomplished by maintaining objectivity, getting appropriate support for consultation within the organization, making the consultant's role explicit, being aware of the organizational dynamics, using social influence, and emphasizing the peer nature of the relationship. The dreaming days are gone. In the new economy, clients need, and demand, answers to today's problems today. This does not mean that solutions must all be geared to short-term thinking. On the contrary, clients cannot afford to pay consulting fees for solutions that work today but will become obsolete tomorrow. The trick is to provide solutions to today's problems that will have long-range client benefits. Tuller (1992) summarized six categories of markets that offer the greatest opportunities to the consultant facing the 21st century. They are: 1. Specialty and Technical Projects 2. General Management 3. International Consulting 4. Troubled Companies 5. Small Businesses 6. Government Contracting Some specific and unique consulting areas that are rapidly developing are described below. Putney (1992) described how 84 interns from 32 nationwide training sites revealed that cognitive-behavioral supervisors were perceived to be in consultant role and to focus on skills and strategies more than were humanistic, psychodynamic, and existential supervisors, who were perceived more as using relationship model, playing therapist role, and focusing on conceptualization. The supervisor no longer was seen only as an administrative adjunct to the organization, but an internal consultant functioning in the role as educator. Fasano (1991) discussed issues involved in the computerization of small, nonprofit organizations based on transcripts of a discussion with computer consultants. He mentioned that organizational and personnel issues sometimes can be successfully dealt with by computerizing a small business regardless of the size. The computer consultant thus becomes an important asset to the small business attempting to expand its market. Cramer (1990) studied the services that consultants can provide to summer camps. He listed seven planning steps and decisions to be made before selecting a consultant, and seven strengths to look for when choosing a consulting firm that specialized in such services. It was his contention that camps, though not the traditional client of the consulting profession, could benefit by hiring a specialist in this area to solve specific problems endemic to the camping industry. Fowler (1990) discussed the role of the elementary school computer lab instructor and suggested that, for successful integration of computers into the curriculum, the role should change from teacher to consultant. He presented numerous strategies for change that take place in two main stages: educating teachers and followed by shifting responsibility from the lab instructor to the classroom teacher. Stager (1988) explored the role of educational technology consultants who may be classroom teachers with no formal training in consulting. She described two consulting models including content-oriented and process-oriented approaches; Schein's process facilitator model is examined; and Kurpius' consulting model. Stager promoted the concept that the new technology was so advanced that the educational technologist would no longer be labeled as the "Audio-Video Specialist," but would indeed be a consultant in every sense of the word. She maintained that this type of consulting was certain to expand in the coming years as education received a needed face-lift as the system approached the 21st century. Jones (1988) presented various ideas and suggestions for day care directors to avoid executive failure; profiles of communicator effectiveness; ideas for retaining donor gifts; and descriptions of the qualities of outstanding consultants that might offset some of these dilemmas in the day care profession. She suggested numerous strategies for using executive power effectively and how to engage the services of a competent consultant to work with the day care agency to improve the quality of services. Armstrong (1988) reviewed the roles of the instructional design specialist (IDS) and the subject matter expert (SME) in designing effective instruction for a training program focuses on the role of the SME. He described the characteristics of four consulting models and the stages of the SME/IDS relationship between the administration and the consultant. He encouraged the increasing use of consultant specialists like the IDS and SME to enhance the quality of education in school systems believing that the consultant has much more time and expertise in such efforts. Rosenweig (1988) researched the difficulties of consulting overseas, described some essential overseas consulting skills, and suggested strategies for beginning employment in the international field. He highlighted cross-cultural differences, language and communication problems, establishing credibility, consulting styles (i.e., directive, collaborative, and facilitative), and gender barriers as the major areas needing special attention by this type of consultant. He also included a list of organizations that employ overseas consultants. Even in speech therapy, the role of the consultant is becoming a norm. Goodman (1981) described a strategy used to teach sign communication to severely handicapped students in the classroom. She recommended that the speech-language pathologist adopt a consultant role in service delivery in order to enhance the education process. Once it was thought, Goodman wrote, that only the special education teacher could effectively teach the severely handicapped child. No more, she contended, could the lone teacher truly impact the child. There was a need for assistance. A practicum, developed by Cole (1991), expanded school psychology services for regular education students at the elementary and middle school levels in an urban public school district. Its main goals were to broaden school psychology services and increase awareness of the consultant role which may be provided by the school psychologist. Specific objectives were to increase the time spent by school psychologists in support of regular education students and teachers, to gain the assistance of Resource Specialist Teachers in assessing students for special education services, to involve the school principal in the process, and to gain the support of the school district's Student Study Teams and Care Teams in making referrals to school psychologists for regular education interventions. The practicum resulted in increased regular education contact hours by school psychologists, support of principals for school psychology consultation services, and the cooperation of referral teams in requesting regular education support from school psychologists, thus expanding this traditional role to reflect the ever- increasing need to utilize specialists to enhance the education process. In light of the huge volume of headline news stories that reflect ethical concerns from a variety of arenas, it is no wonder that ethics training is a hot topic. Research shows that many leading United States companies have written codes of ethics and/or instituted formal ethics training programs. Ray (1991) described certain principles that have become guidelines for the consultant undertaking this specific area. The principles developed by Ray include among other things, that: (1) training will not be conducted if it is not needed; (2) a session will not be canceled because of a promise of more money from another source seeking the service; (3) more than can be delivered will not be promised; (4) and each session will be tailored to a specific client or industry; (5) the consultant should not hold sessions in a format or time period that is inadequate; and (6) he or she should try to change the mindset of a client who insists on an abbreviated format. Ray maintained that an assignment should be rejected if it would require association with a poor training session. If the client's motivation in engaging the consultant appears to be questionable, the consultant should not undertake the project. As more consultants enter the field in the next decade, consulting ethics will continue to be a subject area which will need increased focus opening up this specialty area for many professionals. "Information Power," the national guidelines for school library media programs, specify three roles for today's school library media specialist, i.e., information specialist, teacher, and instructional consultant. As school library media specialists plan with teachers, Dalbotten (1990) wrote, they are performing the instructional consultant role. The Media and Technology Unit of the Minnesota Department of Education believes that the instructional design consultant role is vital in giving school library media programs meaning and direction, and that it is the pivotal role upon which the other two are based. Classroom goals should be the focus of the library media specialist's teaching and library media services. As an information specialist planning resource-based teaching units with teachers, the library media specialist is purchasing resources that tie directly into unit outcomes, and the media specialist may team-teach part of the unit, thus performing the teacher role. A guide was written for small and rural government officials who have limited experience with the Community Development Block Grant (CDBG) program and with federal grants in general. Brown (1988) described how the use of outside expertise is often necessary in projects involving public facilities, housing, and economic development, some of the principal activities which may be eligible for CDBG funding. The guidebook was designed to help local officials submit better block grant applications, by hiring outside help in the areas of project eligibility and design, needs assessment, and community planning. The guide tells when to use consultants and describes the steps a community should take in selecting and hiring a consultant. It also emphasized that the use of outside experts need not add unnecessary costs to a project. The guidebook tells how the leaders of Peters Township in rural Pennsylvania completed a wastewater treatment system for less than $400,000, despite a $1 million initial estimate for construction. Township leaders used block grant funds, township employees, volunteers, and a cooperative engineering firm to get the most out of every community dollar invested. The guide summarized certain competitive bidding procedures that may apply when federal dollars are involved. The housing industry for the elderly has changed from being primarily the effort of charitable organizations to include a large number of for-profit businesses. Parr (1986) wrote that psychologists interested in dealing with this industry as consultants will have many important considerations to make including the following: (1) managers make decisions about finances, products, and services which impact older persons; (2) these entrepreneurs create and manage capital which makes new living and health care options available; (3) psychologists should try to learn from those who have been in the business; (4) potential clients for psychologists include entrepreneurs trying to enter the industry; (5) many who want information do not want to pay for it; (6) large companies do not want consultants, but want to hire their own people; and (7) small companies are more interested in consultants' data than are large companies. Consulting psychologists working with industrial clients will need to read industry journals and attend industry meetings; identify practitioners' information needs and supply that information; make recommendations based on data, experience, and current psychological and gerontological information; and accept a timetable. Industrial parties should be sure that the consulting psychologist knows what they want, anticipates questions, shares insight, insists on understandable terminology, gives a deadline, and insists on discussions of implications. By working with industry, psychologists as consultants can contribute to the creation of better long-term care settings. Equal treatment of all candidates for administrative positions can be encouraged through the participation of professional consultants in the selection process and through careful career planning on the part of prospective administrators. The consultant's role, Heller (1982) wrote, in the selection process may include educating the board of education in the need for and values of equal treatment of applicants. Consultants should make their positions on equality clear and should actively seek qualified female and minority candidates, all the while maintaining professional integrity. Female and minority candidates can increase the likelihood that their candidacies will be considered by developing career "game plans" and using care in preparing themselves to fill the positions they seek. These preparations include selecting and staying in reputable graduate programs while following educational courses tailor-made to fit career aspirations, becoming knowledgeable concerning school finance, actively seeking opportunities to serve as principals (particularly at the secondary level), and avoiding taking positions that lead away from ultimate career goals. Of particular value to the candidate is the presentation of a winning image, reinforced by strong support from credible references. Krapf (1988) described the concept of power in social organizations, emphasizing the implications for management consulting and moderation. The aim of organizational counseling, he wrote, is to bring about fundamental changes by modifying power relations. He explained the role of the moderator or organizational consultant in enhancing awareness of power constellations and promoting readiness for change. He revealed the problem-solving processes used in this type of consulting practice. He also listed the personality traits of effective moderators. Lazarus (1988) explored the role of the consultant in the transition and maintenance of students with disabilities into mainstream settings. In addition to helping teachers develop a long-range plan, this type of consultant can provide the necessary resources, coordination, and training to facilitate integration. While developing a plan, the consultant should encourage teachers to consider several factors that may be categorized under 2 general areas: pre-placement preparation and post-placement maintenance. Another expanding consulting market is the area of sports psychology. Partington (1991) provided direct accounts of best-ever consulting experiences and lessons about effective consulting given by 19 sportpsych consultants who worked with Canadian athletes in preparation for the 1988 Olympic Games. The subjects' best-ever experiences were characterized in terms of the openness of athletes and coaches, how the consultation was started, time allowed to work with the athletes, and the fit of the consultant to the situation. He made recommendations directed at the following aspects of consultation: assessing commitment, defining one's role, beginning the consultation, testing, executing the consultation, team meetings, and consultant characteristics and practices. McDaniel (1990) applied the concept of systems consultation to teaching about the family in family medicine, including clarification of the role of the consultant-teacher. She maintained this was a relevant format for teaching family systems medicine. She discussed the principles of systems consultation; supervision vs consultation; how to teach residents through family systems consultation; and procedures for family-systems consultation (convening the family, planning the session, interviewing, debriefing, doing a family assessment report, and filling out a resident evaluation form). She presented a case example of a family-systems consultation to illustrate how the consultant functioned in this milieu. Lentz (1988) presented a cost effective means for providing direct psychological consultation to hospice programs and maintained that such consultation incrementally improved hospice services. He presented an example of one psychologist consultant's role which included team meetings, training, and direct service to illustrate how this process works. Lundbert (1988) discussed what it means for a consultant to function as a cultural spokesperson. He described three roles, that are often combined as essential for this process to work. They were: The culture advocate stresses the symbolic importance of organizational events, persons, and actions; the cultural assessor systematically identifies organizational culture; and the cultural change facilitator may redesign and implement new cultural features. This type of consulting will probably receive increasing focus in the decade to come as the global economy continues to expand and national and international trade agreements are reached causing Americans to culturally interact with their business counterparts all over the world. Police departments across the nation are requesting the consultation of psychologists during hostage incidents. There is a growing body of literature on the psychological aspects of hostage situations and negotiation. Fuselier (1988) reviewed the existing body of literature with respect to who takes hostages and why, selection of negotiators, the role of the clinical psychologist as a consultant, victims' responses to being held hostage and theoretical explanations for the Stockholm Syndrome, and psychological sequelae and treatment suggestions after release. He presented a strong case for police departments to begin to use psychologists more frequently in this capacity. The catalogue of consulting specialties goes on and on. Numerous and diverse consulting opportunities will continue to appear as the 21st Century approaches. As Bob Dylan sang many years ago, "The times they are a changin'" and with them, successful consultants will change too.