By Carol A. Ireland, Martin J. Fisher
The 1st booklet to use the trendy concept and strategies within the consultancy strategy, offering a transparent, useful strategy precise in particular at forensic matters and contexts. The first e-book to use consultancy literature to a forensic settingProvides a mixture of the theoretical and useful underpinnings wanted in consultancy paintings, providing a improvement of data with useful applicationBrings jointly papers from researchers, lecturers, practitioners and specialists inside of forensic psychology when drawing upon services in enterprise consultancy and administrationChapters mix mental, moral, managerial and evaluative points into themed summariesOffers instructions for additional learn and perform improvement
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According to De Bono (1995), creativity is a very useful orientation in the management of a problem, though it can often be stifled by preconceptions and a view that as part of problem solving it is simply the generation of ideas. De Bono (1995) argued that this can often miss some of the easier solutions and management strategies by making judgements as to the solution or management too prematurely. THE ROLE OF A CONSULTANT 13 De Bono (1995) also pointed out that, when attempting to generate solutions or management strategies for the problem or issue, there can be a tendency to choose a pattern of dealing with such problems and issues in the same manner.
The far environment may be government legislation which a forensic service has no influence over, but is required to respond to, such as changes in the Mental Health Act. An effective consultant is able to examine and consider these factors, exploring the potential, immediate and future implications of such factors on the presenting problem or issue. To omit exploration of such factors may potentially omit key aspects, leading to the problem or issue being considered in isolation. In a government-funded forensic service, for example, a proposed solution to a problem involving increasing staffing and resources by bidding for additional monies may be impacted upon by a downturn in the country’s economy.
Worse still, the consultant assumes that they know what the culture is and what it does. Culture, as previously discussed, is a powerful and complex area, which can be very challenging to understand and change. Making efforts to change the culture may not solve or manage the problem. If it is felt important to change or modify the culture, then all key stakeholders need to be involved as part of this.