Figure 1: Entry and Figure 1: Entry and Contracting PhaseContracting Phase

Client Practitioner DynamicsPractitioner Dynamics

LEVELS

Intrapersonal

Interpersonal

Group

Systems

Stages

Pre Entry Entry Contracting

Transition

Content and Process

Entry and ContractingEntry and Contracting

__ Defining the issuesDefining the issues

_ Clarifying expectations_ Clarifying expectations

_ Determining the client_ Determining the client

_ Building relationship_ Building relationship

_ Negotiating the contract_ Negotiating the contract

_ Articulating roles and responsibilities_ Articulating roles and responsibilities

_ Defining the process_ Defining the process

SKILL SET RELEVANCESKILL SET RELEVANCE

What am I here to do?What am I here to do? What are we here to do together?What are we here to do together? What does the state affiliate expect What does the state affiliate expect

from us as a result of this from us as a result of this experience?experience?

What is the agreement with the What is the agreement with the state executive director and the state executive director and the state president about sharing and state president about sharing and applying our learnings after each applying our learnings after each module?module?

TRACKING QUESTIONSTRACKING QUESTIONS

What pieces of this process does our What pieces of this process does our community need to attend to? What community need to attend to? What have we done well? What’s missing?have we done well? What’s missing?

What pieces of this process does our What pieces of this process does our team need to attend to? What have team need to attend to? What have we done well? What’s missing? we done well? What’s missing?

What pieces of this process do we What pieces of this process do we need to attend to with our client? need to attend to with our client? What has gone well? What’s missing?What has gone well? What’s missing?

Personal Process Issues in Personal Process Issues in Entry and ContractingEntry and Contracting

Negotiating the differences to improve the Negotiating the differences to improve the likelihood of success can be intra and likelihood of success can be intra and interpersonally challenginginterpersonally challenging

Establishing a healthy relationship at the outset Establishing a healthy relationship at the outset makes it more likely that the clients desired makes it more likely that the clients desired outcomes will be achieved and the consultant will outcomes will be achieved and the consultant will be able to improve the organization’s capacity to be able to improve the organization’s capacity to change in the futurechange in the future

Entry and Contracting Entry and Contracting ValuesValues

__ Effectively manage the initial contact with the client and establish Effectively manage the initial contact with the client and establish

a collaborative relationshipa collaborative relationship

__ Conduct an initial situation assessment of the client’s needs, Conduct an initial situation assessment of the client’s needs,

expectations and organizational issuesexpectations and organizational issues

__ Clarify the contract task and deliverables and collaboratively Clarify the contract task and deliverables and collaboratively

create a work plan with the clientcreate a work plan with the client

_ Appropriately define and refine, as needed critical boundaries in the _ Appropriately define and refine, as needed critical boundaries in the

consultation processconsultation process

_ Create a process to evaluate the contract deliverables and the _ Create a process to evaluate the contract deliverables and the

effectiveness of my interventionseffectiveness of my interventions

How do you want to learn?How do you want to learn? InteractiveInteractive Challenging notionsChallenging notions Mutual respectMutual respect FacilitatedFacilitated Relevant informationRelevant information Creates positive feelingsCreates positive feelings FlexibleFlexible TrustTrust Sustained beyond the normSustained beyond the norm Creates positive feelingCreates positive feeling Honors a variety of stylesHonors a variety of styles

Pre-EntryPre-Entry

Conduct a Self-AssessmentConduct a Self-Assessment

Pre-EntryPre-Entry At pre-entry, the practitioner and the client are at a threshold, getting ready to step toward each other. There is At pre-entry, the practitioner and the client are at a threshold, getting ready to step toward each other. There is

a shadow cast across the threshold before that step is ever taken. Being familiar with one’s shadow is one a shadow cast across the threshold before that step is ever taken. Being familiar with one’s shadow is one of the core competencies for the OD practitioner and essential in order to successfully achieve the goals of of the core competencies for the OD practitioner and essential in order to successfully achieve the goals of this stage.this stage.

The goal at pre-entry for OD practitioners is to prepare for practitioner/client meeting's) by:The goal at pre-entry for OD practitioners is to prepare for practitioner/client meeting's) by: Conducting a practitioner self-assessment of such areas as skill sets, philosophical approach, Conducting a practitioner self-assessment of such areas as skill sets, philosophical approach,

mission, values, guiding principles, expertise, experience, strengths, style, energy, biases, mission, values, guiding principles, expertise, experience, strengths, style, energy, biases, fears, interests, focus of OD practice, consultant role, competence, traits, and development fears, interests, focus of OD practice, consultant role, competence, traits, and development (Dillon, 2003), and assumptions, projections, feelings about the work, the client, and the (Dillon, 2003), and assumptions, projections, feelings about the work, the client, and the client organization.client organization.

Gathering and reviewing available information about the client organization—for example, Gathering and reviewing available information about the client organization—for example, mission, values, philosophy, history, size, character, structure, products/services, market mission, values, philosophy, history, size, character, structure, products/services, market position, and reputation. Knowledge of the clients’ industry and business is an important position, and reputation. Knowledge of the clients’ industry and business is an important factor.factor.

Thoughtful consideration of those areas by the practitioner will influence the form and nature of Thoughtful consideration of those areas by the practitioner will influence the form and nature of entry. If the practitioner does not systematically think through them, unnecessary confusion entry. If the practitioner does not systematically think through them, unnecessary confusion and ambiguity may result, in tandem with a les than effective consultative relationship and ambiguity may result, in tandem with a les than effective consultative relationship (Cherniss, 1976).(Cherniss, 1976).

The practitioner is ready to move from pre-entry to entry when:The practitioner is ready to move from pre-entry to entry when: There is a clear, strong rationale for providing consultation.There is a clear, strong rationale for providing consultation. The self-assessment has been completed.The self-assessment has been completed. Adequate information about the client organization has been gathered and reviewed and that Adequate information about the client organization has been gathered and reviewed and that

information indicates likelihood that the consulting work identified by the client will match information indicates likelihood that the consulting work identified by the client will match the practitioner’s skill sets, philosophical approach, and value system.the practitioner’s skill sets, philosophical approach, and value system.

Who are You? Who am I? Gather Client InformationWho are You? Who am I? Gather Client Information

Why are we meeting?Why are we meeting?

What do you want to discuss?What do you want to discuss?

Who else will be at the meeting?Who else will be at the meeting?

What are their roles?What are their roles?

Where, when, and how long will we meet?Where, when, and how long will we meet?

Do you know that you want to begin some project or are we Do you know that you want to begin some project or are we

going to discuss whether we do anything at all?going to discuss whether we do anything at all?

Identify the ClientIdentify the Client

Principal client is the primary contact for the consultantPrincipal client is the primary contact for the consultant

Shadow clients include superiors, peers and subordinates who Shadow clients include superiors, peers and subordinates who

surround the principal clientsurround the principal client

Stakeholder constellations include those who may be Stakeholder constellations include those who may be

impacted by the consultation and can choose to intervene. impacted by the consultation and can choose to intervene.

They can also be individuals and members of subgroups and They can also be individuals and members of subgroups and

can be present on the formal organization and informal can be present on the formal organization and informal

organizationorganization

Key personal relationships include close friends, colleagues Key personal relationships include close friends, colleagues

and family members who are consulted by the principal clientsand family members who are consulted by the principal clients

Entry Stage: Process FlowEntry Stage: Process Flow

o Getting Your Bearings (Orientation)Getting Your Bearings (Orientation)

o Who are you? Who am I? Why are Who are you? Who am I? Why are we meeting?we meeting?

o Plan where, when and how long to Plan where, when and how long to meetmeet

An Overview of Entry and Contracting*An Overview of Entry and Contracting*Entry: Exploring PossibilitiesEntry: Exploring PossibilitiesGetting Your BearingsGetting Your Bearings(Orientation)(Orientation)

Client Consultant

-Presenting Issues -Assessing client needs

-Looking for skills -Sharing information

-Revealing, risk taking -Supporting exploration

-Evaluating options -Assessing match

-Making observations -Making observations

EntryEntry

Big part of entry is telling the client’s Big part of entry is telling the client’s storystory

Track what’s going on with meTrack what’s going on with me What’s going on with the clientWhat’s going on with the client What is it that you wantWhat is it that you want What is it that the client wantsWhat is it that the client wants Pay attention to the processPay attention to the process

An Overview of Entry and Contracting*An Overview of Entry and Contracting*Entry: Exploring PossibilitiesEntry: Exploring PossibilitiesMaking The ConnectionMaking The Connection(Building Relationship)(Building Relationship)

Who are you? Who are you? Who am I?Who am I? Who are you? Who are you? Who am I?Who am I? ValuesValues

Making The Connection (Building Making The Connection (Building Relationship)Relationship)

o Engage client with genuine interestEngage client with genuine interest

o Track both the content and process of the Track both the content and process of the client/consultation interactionsclient/consultation interactions

o Convey information about consultant Convey information about consultant expertise/capabilities (background, position, expertise/capabilities (background, position, education, motivations) as appropriate.education, motivations) as appropriate.

o Name issues related to diversity that may Name issues related to diversity that may impact the consultant/client relationshipimpact the consultant/client relationship

o Understand and apply individual and group Understand and apply individual and group development to client/consultant interactions.development to client/consultant interactions.

o Act a role model to client – use of self.Act a role model to client – use of self.

o Establish client confidence and trust through Establish client confidence and trust through active listening and questioning.active listening and questioning.

o Integrate the language of the organization.Integrate the language of the organization.

o Set a positive and hopeful tone.Set a positive and hopeful tone.

An Overview of Entry and Contracting*An Overview of Entry and Contracting*Entry: Exploring PossibilitiesEntry: Exploring PossibilitiesEstablishing a Need For the WorkEstablishing a Need For the Work

ClientClient ConsultantConsultant -The issue/need(s) in context-The issue/need(s) in context -Experience with issue/need(s) - -Experience with issue/need(s) -

-The organization -The organization and with like organizationand with like organization -Structure-Structure -Theory-Theory -Stakeholders-Stakeholders -Methodology -Methodology -Clients-Clients -Approaches-Approaches

Establishing a Need for the Establishing a Need for the WorkWork

o Get a clear understanding of what the client Get a clear understanding of what the client system wants to change.system wants to change.

o Assess client’s commitment and readinessAssess client’s commitment and readiness

o Discern covert processes.Discern covert processes.

o Establish who the client is.Establish who the client is.

o Establish what the organization stands for and Establish what the organization stands for and what it does.what it does.

o Observe/scan the client’s environment and Observe/scan the client’s environment and interactions.interactions.

o Establish how much trust exists for the Establish how much trust exists for the change effort.change effort.

o Define philosophical approaches in Define philosophical approaches in language that can be easily understoodlanguage that can be easily understood

o Reflect on the client’s situation and re-Reflect on the client’s situation and re-frame in terms of options with specific frame in terms of options with specific consequences.consequences.

o Articulate operative values and ethical Articulate operative values and ethical boundaries.boundaries.

o Articulate ideal working conditions Articulate ideal working conditions (client/consultant.)(client/consultant.)

An Overview of Entry and Contracting*An Overview of Entry and Contracting*Entry: Exploring PossibilitiesEntry: Exploring PossibilitiesDetermining FitDetermining Fit

Determining Fit

Yes Maybe No

BoundariesBoundaries

Are formal, physical and psychologicalAre formal, physical and psychological Give meaning and focusGive meaning and focus Define beginnings and endingsDefine beginnings and endings Allows group members to hold each other Allows group members to hold each other

accountableaccountable Set limitsSet limits Define differencesDefine differences Give purpose and meaning to space and Give purpose and meaning to space and

timetime

Determining FitDetermining Fit

o Assess fitAssess fit

o Obtain a commitment to a Obtain a commitment to a follow-up meetingfollow-up meeting

NEA OD3 Module II: Entry, Contracting & Values; Dr. Susan M. Gallant and Thoraya NEA OD3 Module II: Entry, Contracting & Values; Dr. Susan M. Gallant and Thoraya Halhoul, M.A.Halhoul, M.A.

© NTL Institute, 2005© NTL Institute, 2005

Boundaries and ChangeBoundaries and Change

If you cannot find boundaries, you cannot find differencesIf you cannot find boundaries, you cannot find differences

If you cannot find differences, you cannot manage themIf you cannot find differences, you cannot manage them

If differences cannot be managed and therefore tolerated, it If differences cannot be managed and therefore tolerated, it is difficult to make connectionsis difficult to make connections

Failure to do so will result in the:Failure to do so will result in the:

Win -lose mentalityWin -lose mentalityRight -wrong mentalityRight -wrong mentalityGood -bad mentalityGood -bad mentalityPowerful -victimized mentalityPowerful -victimized mentality

Facilitator ContractFacilitator Contract

++Stay in the momentStay in the moment

++Be transparent and openBe transparent and open

++Model the behavior you desire in Model the behavior you desire in

othersothers

++Be vulnerable to new conceptsBe vulnerable to new concepts

Contracting Stage: Process Contracting Stage: Process FlowFlowCreating Shared ExpectationsCreating Shared Expectations

• Elicit the client’s expectations of the Elicit the client’s expectations of the

consultant, the client consultant consultant, the client consultant

relationship and the “work” to be done.relationship and the “work” to be done.

• Engage client in dialogue related to Engage client in dialogue related to

consultant roles and boundaries.consultant roles and boundaries.

• Continue to “Build Relationship” and trust.Continue to “Build Relationship” and trust.

Negotiating StructureNegotiating Structure

• Determine which people should come together, for how long, and for what Determine which people should come together, for how long, and for what

purpose.purpose.

• Engage client in understanding the need to collect data before determining Engage client in understanding the need to collect data before determining

the full scope of the intervention.the full scope of the intervention.

• Collaboratively define the scope of the project to include the objectives and Collaboratively define the scope of the project to include the objectives and

steps/stages of the project.steps/stages of the project.

• Negotiate time, money, and resources.Negotiate time, money, and resources.

• Assess external factors that may impact the contract.Assess external factors that may impact the contract.

• Determine the relationship of the consultant to all relevant parts of the client Determine the relationship of the consultant to all relevant parts of the client

system.system.

• Write a clear and direct contract. Include specific and detailed next steps, Write a clear and direct contract. Include specific and detailed next steps,

and more general for the subsequent implementation phase.and more general for the subsequent implementation phase.

Clarifying Roles and Clarifying Roles and Ground RulesGround Rules

• Engage client in defining and establishing explicit ground rules and Engage client in defining and establishing explicit ground rules and

agreements re: roles, access, manner of communication, feedback and agreements re: roles, access, manner of communication, feedback and

review, etc.review, etc.

• Engage client in dialogue about ground rules related to issues of Engage client in dialogue about ground rules related to issues of

confidentiality.confidentiality.

• Establish ground rules for renegotiating or terminating the contract.Establish ground rules for renegotiating or terminating the contract.

• Engage client as a partner in setting ground rules for evaluating all aspects Engage client as a partner in setting ground rules for evaluating all aspects

of “work” and making decisions about next steps.of “work” and making decisions about next steps.

NEA OD3 module II: Entry, Contracting & ValuesNEA OD3 module II: Entry, Contracting & ValuesDr. Susan m. Gallant & Thoraya Halhoul, M.A.Dr. Susan m. Gallant & Thoraya Halhoul, M.A.© NTL Institute, 2005© NTL Institute, 2005

Peter Block’s Ground Peter Block’s Ground Rules of Contracting²Rules of Contracting²

Responsibility for every relationship is 50-50. There are two Responsibility for every relationship is 50-50. There are two sides to every story. There must be symmetry or the sides to every story. There must be symmetry or the relationship will collapse.relationship will collapse.

You can’t get something for nothing. There must be You can’t get something for nothing. There must be

consideration from both sides. Even in a boss-subordinate consideration from both sides. Even in a boss-subordinate

relationship.relationship.

All wants are legitimate. To want is a birthright. You can’t All wants are legitimate. To want is a birthright. You can’t

say, “You shouldn’t want that.”say, “You shouldn’t want that.”

You can say no to what others want from you. Even clients.You can say no to what others want from you. Even clients.

You can contract for behavior, you can’t contract for the other You can contract for behavior, you can’t contract for the other

person to change their feelings.person to change their feelings.

You can’t promise something you don’t have to deliver.You can’t promise something you don’t have to deliver.

You can’t contract for someone who is not in the room, You can’t contract for someone who is not in the room,

such as client’s bosses and subordinates. You have to meet such as client’s bosses and subordinates. You have to meet

with them to know you have an agreement with them.with them to know you have an agreement with them.

Write down contracts when you can. Most are broken out Write down contracts when you can. Most are broken out

of neglect, not intent.of neglect, not intent.

Social contracts are always negotiable. If someone wants Social contracts are always negotiable. If someone wants

to renegotiate a contract in midstream, be grateful that to renegotiate a contract in midstream, be grateful that

they are telling you and not just doing it without a word.they are telling you and not just doing it without a word.

Contracts require specific time deadlines or duration.Contracts require specific time deadlines or duration.²Peter Block. ²Peter Block. Flawless Consulting: A Guide to Getting Your Expertise Used (2Flawless Consulting: A Guide to Getting Your Expertise Used (2ndnd Ed). Ed). San Francisco: Jossey-Bass/Pfeiffer, 2000, p 350-351. San Francisco: Jossey-Bass/Pfeiffer, 2000, p 350-351.

NEA OD3 Module II: Entry, Contracting & ValuesNEA OD3 Module II: Entry, Contracting & ValuesDr. Susan M. Gallant & Thoraya Halhoul, M.A.Dr. Susan M. Gallant & Thoraya Halhoul, M.A.© NTL Institute, 2005© NTL Institute, 2005

My LearningsMy Learnings

Go slow, to go fastGo slow, to go fast I can only control my behavior not othersI can only control my behavior not others Entry and contracting is my lifelineEntry and contracting is my lifeline The how is just as important as the whatThe how is just as important as the what Pay attention to the process of entry and Pay attention to the process of entry and

contracting and stay away from contentcontracting and stay away from content Attend to contracting until it becomes a Attend to contracting until it becomes a

part of who you are and how you operatepart of who you are and how you operate

A Contracting ChecklistA Contracting Checklist

A clear mutually agreed contract is fundamental to the success of an A clear mutually agreed contract is fundamental to the success of an organization development effort. Contracting is the point at which the organization development effort. Contracting is the point at which the consultant has maximum leverage and power to negotiate with the consultant has maximum leverage and power to negotiate with the client. Using the checklist may be helpful in the actual contract process.client. Using the checklist may be helpful in the actual contract process.

Contracting includes the development of a shared understanding of:Contracting includes the development of a shared understanding of:

1.1. The scope of the projectThe scope of the project

2.2. Specific objectives of the projectSpecific objectives of the project

3.3. The steps of stages in the project, at least in preliminary formThe steps of stages in the project, at least in preliminary form

4.4. Clear differentiation between the contracting, power and user clientsClear differentiation between the contracting, power and user clients

5.5. The relationship of client to the larger organizationThe relationship of client to the larger organization

6.6. The relationship of the consultant to all relevant parts of the client The relationship of the consultant to all relevant parts of the client systemsystem

7.7. The kind of information necessary to support the projectThe kind of information necessary to support the project

8.8. The process the consultant will use in each stage of the projectThe process the consultant will use in each stage of the project

A Contracting ChecklistA Contracting Checklist

9.9. The product the consultant will deliver, if anyThe product the consultant will deliver, if any10.10. The measurements of successThe measurements of success11.11. The support required by the client systemThe support required by the client system12.12. The resources necessary for successful completion of the The resources necessary for successful completion of the

projectproject13.13. The process for ongoing evaluation and re-contractingThe process for ongoing evaluation and re-contracting14.14. The process for maintaining the relationshipThe process for maintaining the relationship15.15. External factors that need further negotiationExternal factors that need further negotiation16.16. The difficulties inherent in the change processThe difficulties inherent in the change process17.17. The time necessary to achieve successThe time necessary to achieve success18.18. An initial scheduleAn initial schedule

Contracting ProcessContracting Process**

Contracting: Defining the Contracting: Defining the WorkWork

Creating Shared ExpectationsOutcomesResourcesParticipationAccess/SupportBoundariesCommunication

Negotiating Structure When?What? How? For How Much?With Whom?For How Long?

Clarifying Roles

Who does what? With whom? How will we work together?

Contracting Process*Contracting Process*Contracting: Defining the WorkContracting: Defining the Work

Is there clarity andIs there clarity and

commitment?commitment?

Yes Maybe No

ContractingContracting SkillsSkills

Ask direct questions about who the client is and who the less visible parties to Ask direct questions about who the client is and who the less visible parties to the contract are.the contract are.

Elicit the client’s expectations of youElicit the client’s expectations of you

Clearly and simply state what you want from the client.Clearly and simply state what you want from the client.

Probe directly for the client’s underlying concerns about exposure and Probe directly for the client’s underlying concerns about exposure and vulnerability.vulnerability.

Give direct verbal support to the clientGive direct verbal support to the client

When the contracting meeting is not going well, discuss directly with the When the contracting meeting is not going well, discuss directly with the client why this contracting meeting is not going well.client why this contracting meeting is not going well.

Say no or postpone a project that in your judgment has less than 50/50 chance Say no or postpone a project that in your judgment has less than 50/50 chance of success.of success.

Some of the Issues and Underlying Dynamics Some of the Issues and Underlying Dynamics Embedded in Embedded in Entry and Contracting PhaseEntry and Contracting PhaseFrom the consultant’s viewpointFrom the consultant’s viewpoint

Delights (or) Promising PossibilitiesDelights (or) Promising Possibilities The client is the contracting, user and The client is the contracting, user and

power clientpower client Available resources (time, energy, money, Available resources (time, energy, money,

people)people) Explicit valuesExplicit values Acknowledges dilemmas and needsAcknowledges dilemmas and needs Able to identify personal learning goals, Able to identify personal learning goals,

articulates organizational issuesarticulates organizational issues Desires to learn and grow, ready to engageDesires to learn and grow, ready to engage Open with all dataOpen with all data Shares organizational politics and contextShares organizational politics and context Open to consultants experience and Open to consultants experience and

influenceinfluence Internal alignmentInternal alignment Interested in partnershipInterested in partnership Sees value added of third party Sees value added of third party

interventionintervention Sees intervention as a process, not an eventSees intervention as a process, not an event Past experience with consultantsPast experience with consultants

Dilemmas (or) Potential PitfallsDilemmas (or) Potential Pitfalls The contracting client is neither the user The contracting client is neither the user

or power clientor power client Resistance (time, money, energy and Resistance (time, money, energy and

people)people) Unethical practicesUnethical practices Unclear needs, lack of directionUnclear needs, lack of direction Unrealistic hopes/expectationsUnrealistic hopes/expectations Fear of loss of control, vulnerabilityFear of loss of control, vulnerability Shotgun diagnosis (assessment)Shotgun diagnosis (assessment) Hidden agendasHidden agendas Knows the “right” intervention”Knows the “right” intervention” Differing interest and goalsDiffering interest and goals Motivation comes from outside (feels Motivation comes from outside (feels

coerced into asking for help)coerced into asking for help) Already has a solutionAlready has a solution In a hurry to get it fixedIn a hurry to get it fixed Past experience with consultantsPast experience with consultants

Risks and Issues in the Contracting Risks and Issues in the Contracting PhasePhase

For internal consultants:For internal consultants: Being coerced into something that you don’t believe in because you think it is your responsibility to Being coerced into something that you don’t believe in because you think it is your responsibility to

meet whatever demands the clients makemeet whatever demands the clients make Reinforcing the client’s notion that you are a service provider, i.e. everything is going in one Reinforcing the client’s notion that you are a service provider, i.e. everything is going in one

directiondirectionFor external consultants:For external consultants: You need to work, even though you don’t believe in the client, the process, the outcomes or all of You need to work, even though you don’t believe in the client, the process, the outcomes or all of

the abovethe above You are swept into the clients’ culture and do not negotiate for a clear entry and contracting processYou are swept into the clients’ culture and do not negotiate for a clear entry and contracting processFor both internal and external consultants:For both internal and external consultants: The client has unrealistic expectationsThe client has unrealistic expectations The consultant promises too muchThe consultant promises too much Believing you should do whatever your clients ask you to doBelieving you should do whatever your clients ask you to do Accepting restricted contact with parts of the client system because of perceptions, assumptions, or Accepting restricted contact with parts of the client system because of perceptions, assumptions, or

internal organizational politicsinternal organizational politics The consultant is captured by the project but does not have the expertise or experience to deliver The consultant is captured by the project but does not have the expertise or experience to deliver

what the client really needswhat the client really needs The consultant accepts the client’s definition of the problem at face valueThe consultant accepts the client’s definition of the problem at face value The client is window shoppingThe client is window shopping The client really wants a band-aide not a change effortThe client really wants a band-aide not a change effort The client does not have the authority to contract or commitThe client does not have the authority to contract or commit

REFERENCESREFERENCES

Slides created from materials Slides created from materials contained in Peter Block’s Flawless contained in Peter Block’s Flawless ConsultingConsulting

Slides created from materials pulled Slides created from materials pulled and adapted from NEA OD3 Module II: and adapted from NEA OD3 Module II: Entry, Contracting and Values. NTL Entry, Contracting and Values. NTL InstituteInstitute