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Four Steps to Solving Problems...Despite Being

an Outsider
Joe Wynne
June 25, 2014
When you are a consultant, you enter new to the organization, the culture, the team. You are an outsider.
People you work with may not immediately trust you. Some may already assume the worst about you or your
firm without having any supporting facts. They may feel threatened by your presence and the fear may be
justified. This is starting to sound like a TV drama, but there are ways you can cope and even thrive.
One way to build trust and cooperation is how you solve problems. Handled poorly, problem solving can ruin
your chances for success. An effective problem-solving technique can extinguish negative outsider
stereotypes and put you on the path to project success. Follow these four steps:
1.
2.
3.
4.

Define the situation

Avoid destructive behaviors
Research the problem carefully
Act humbly to resolve

Define the Situation

First, know precisely what end problem you are solving. For example, something is going wrong involving
people or a process and you as an outsider don't have good transparency into the causes. You do see the
following symptoms:
Less cooperation than expected from partners and specialists who are in your project organization but
shared with other projects
Constant delays, with days or weeks passing without completing multiple tasks
Avoid Destructive Responses
This is a crucial step for an outsider to avoid falling into stereotypes. Certainly you want to act quickly and
decisively, but this can get you into trouble when you are an outsider. Example destructive responses are:
Assuming you know the person or group that is causing the problem and initiate a confrontation
Assuming this organization is like other places you have worked so problems can be solved similarly
Telling stakeholders and partners about your experience and how the problem should be solved
Being assertive and quickly pulling people into a meeting, explaining the importance of the effort you
are working on
Research the Issue Carefully
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Instead of the destructive behaviors, ask around to get an accurate picture of what is going on. There may be
much more than has been immediately obvious to you in your position. Consider taking a page from the
journalists handbook and talk to people "for background only" in an informal setting. In the process, you will
build trust as someone who works with individuals and listens to them.
Questions you can ask that are less intrusive or controversial include:
Have you experienced this problem? (This question is designed to get you into a conversation that is
commiseration and not confrontation: Oh, we all have your problem from time to time.)
What do people do about it? What did you do about it?
What do you think are the groups or processes that are involved to create the delays? (This helps you
identify those who may be threatened by your resolution. You want to interview them also.)
Who would be good to get advice in this area to help reduce the problem?
Is there more than one cause of this problem? (People usually focus on one cause unless you probe.)
What do you think the impact of these delays is on the organization? What project (delivery) risks arise
from this situation?
Characterize the situation fully and accurately. Know all the causes of the problem. Do not over simplify at
this juncture. It is rare that one individual is responsible. It could be the defined work process has a
bottleneck. Create a list of factors that are causing the slowdown.
Act Humbly to Resolve
Now you are ready to resolve the problem. Keeping your attitude of doing the right thing and delivering
your results, prepare a brief report to your sponsor--who will likely be the first step to clearing the way.
Notice how your questions lead you to findings that allow you confidently describe causes, costs and risks.
You can derive organizationally relevant, validated conclusions and recommendations. After your research,
you should be ready to answer more detailed questions from the sponsor, making a better impression.
Armed with your sponsors approval and assistance, you can take the necessary steps with stakeholders and
project workers to get your project back on track.
You will always be an outsider as a consultant, but that does not have mean you have to be subservient or
inferior. You can be confident yet humble and respectful. You can even be assertive when you have the right
preparation and backing. The techniques you use to break down barriers and build trust will ensure your
long-term success.
For more assistance on this topic, visit my ProjectManagement.com blog Eye on the Workforce.
Copyright 2014 ProjectManagement.com All rights reserved.
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