2005, DLMann, all rights reserved.pptVIP

‘Plausible Deniability’ and the Consultant The Systematic Innovation Approach ?2005, DLMann, all rights reserved Darrell Mann ‘Plausible Deniability’ and the Consultant Plausible Deniability TRIZ, Spiral Dynamics And The Consultancy Context Clients Are Wary Of Taking On Consultants Because… Perception Mapping Eliminating Contradictions Summary Plausible deniability is the reason that clients are looking for (either implicitly or explicitly) to justify their decision not to offer contracts to external consultants. Individual Two Primary Human Motivators 1) The consultant approaches a prospective client with a proposal that something should be changed 2) the client is faced with a difficult decision; pleasure-seeking thinking points in the direction of giving the idea a try because there is an opportunity to look like a hero to superiors. Pain-avoidance thinking on the other hand points in the direction of not changing anything, because if something goes wrong, there are going to be questions along the lines ‘why did you tamper with a perfectly satisfactory system?’ Generally speaking, in most large organizations, pain avoidance tends to dominate pleasure-seeking, and so the client is likely to err towards the do nothing approach. 3) The do-nothing approach, however, also carries with it the potential of pain: what if someone else (e.g. a competitor) adopts the change idea and it turns out to be a success? In this situation, the questions coming down from above will be things like ‘why didn’t you see it coming?’ or – absolutely catastrophic if news gets out that you turned the idea down – ‘what on earth caused you to reject that?’ 4) In order to make sure there is a good answer to this potentially career limiting scenario, the manager, therefore needs a plausible explanation for why not adopting the change was the correct thing to do. Teoriya Resheniya Izobrea