1. Best Practice Peter Sorensen Vancouver October 2004 1 Best Practice at Member Institutes ICMCI Working Meeting Vancouver October 2004 Peter Sorensen, CMC Vice Chairman Chairman Membership Quality Assurance Committee

2. Best Practice Peter Sorensen Vancouver October 2004 2 Samples of Best Practice From 4 recent assessments only - not covering Canada and India Limited selection of samples Not covering all Best or Good Practice Credit to co-operation and sharing Other samples are welcomed! Interesting Best Practices should be documented, further developed and communicated This presentation is based on original material

3. Best Practice Peter Sorensen Vancouver October 2004 3 Best Practices From Recent Assessments Netherlands Reflective thinking CPD, Intercollegiate Consulting and Proview Norway Ethics courses Cross-referencing of competencies UK Competence Framework Preparation & assessments of candidates Accreditation of Consulting Practices Denmark Web site presentation of all certification documentation Code of Ethics for assignments including evaluation of personnel

4. Best Practice Peter Sorensen Vancouver October 2004 4 Netherlands Best Practice Netherlands Reflective thinking Because: Unique, messy problems, complex situations, constant change No routine solutions, knowing in action is inadequate Processes of permanent learning, unlearning and relearning Professional is his own instrument Re-assess routines, know how, values, motivations, assumptions By: Stop and think Self-reflection, self-assessment, self-development To inquire, develop, experiment In: Conversations with the situation Conversations with oneself Conversations with colleagues

5. Best Practice Peter Sorensen Vancouver October 2004 5 Netherlands Best Practice Netherlands Ineffective: Group worksGroup works Monologues, debates, associationsMonologues, debates, associations Success storiesSuccess stories Defensive reactionsDefensive reactions Closed questionsClosed questions Impersonal, abstractImpersonal, abstract Normative,prescriptiveNormative,prescriptive Focus on problemFocus on problem Solutions, adviceSolutions, advice Plan actionsPlan actions One best wayOne best way There is an answer out thereThere is an answer out there Reflective: Participant with question worksParticipant with question works Methodical interactionMethodical interaction Dilemmas, failures, questionsDilemmas, failures, questions Postponement of judgementPostponement of judgement Open questionsOpen questions Personal experiencePersonal experience Reflective inquiringReflective inquiring Focus on personFocus on person LearningLearning Recapitulate processesRecapitulate processes Diversity, alternativesDiversity, alternatives Investigate basic assumptionsInvestigate basic assumptions Principles of reflective exchange

6. Best Practice Peter Sorensen Vancouver October 2004 6 Netherlands Best Practice Netherlands CPD, Intercollegiate Consulting Group of 6 colleagues, 1 facilitator 8 in turn sessions of 4 hours in a year Assignment occurrence/dilemma Reflection learning Personal backgrounds and views on professional acting in that situation Minimum of one ICC in four years time 150-200 participants a year, very successful Guideline methodology

7. Best Practice Peter Sorensen Vancouver October 2004 7 Netherlands Best Practice Netherlands CPD, Proview Group of 5-6 colleagues, in turn sessions of 4 hours in a year Conscious of professional learning process Personal learning strategy past years Reflection learning Guideline methodology

8. Best Practice Peter Sorensen Vancouver October 2004 8 Norway Best Practice Norway Ethics Seminar Two full days mandatory for CMC candidates Is:Is: based on exchange of experience between the participants, experience learning and ethical reflectionsbased on exchange of experience between the participants, experience learning and ethical reflections conducted through a combination of knowledge based contributions, practical cases, work shops and discussionsconducted through a combination of knowledge based contributions, practical cases, work shops and discussions Focuses on:Focuses on: ethical dilemmas, reflections and discussions on problems connected to the role as an advisor to clientsethical dilemmas, reflections and discussions on problems connected to the role as an advisor to clients Participants own experiences with ethical problems faced with in client situationsParticipants own experiences with ethical problems faced with in client situations Lectures that are integrated in practical exercises (cases), workshops and discussionsLectures that are integrated in practical exercises (cases), workshops and discussions

9. Best Practice Peter Sorensen Vancouver October 2004 9 Norway Best Practice Norway Ethics Seminar Clarifies:Clarifies: What is ethics for management consultants?What is ethics for management consultants? Why is focus on ethics so important for consultants?Why is focus on ethics so important for consultants? MoralityMorality Responsibility to your fellow colleaguesResponsibility to your fellow colleagues Professionalism, competence and integrityProfessionalism, competence and integrity ConfidentialityConfidentiality LoyaltyLoyalty Incapacity and conflicts of interestsIncapacity and conflicts of interests Duty and consequentialismDuty and consequentialism Copying and plagiarisingCopying and plagiarising History and Ethics – old thoughts and important questionsHistory and Ethics – old thoughts and important questions Ethical norm for a professional bodyEthical norm for a professional body How do we as consultants learn ethics - and how do we teach ethicsHow do we as consultants learn ethics - and how do we teach ethics Principle of ethics and the Aristotelian concept of wisdomPrinciple of ethics and the Aristotelian concept of wisdom SensitivitySensitivity

10. Best Practice Peter Sorensen Vancouver October 2004 10 Norway Best Practice Norway Cross-referencing of Competencies The Assignment Studies must be cross-referenced against: the Statements of Management Consultants Competencethe Statements of Management Consultants Competence the Statements of Management Competencethe Statements of Management Competence the Professional Specialismthe Professional Specialism and the four headings of political / economic / socio / technological awareness.and the four headings of political / economic / socio / technological awareness. With inspiration from IMC UK

11. SIDE 11 Norges BedriftrådgiverforeningAlexander Reincke Wendt Statements of competence - Cross-referencing Consultancy competence Comp. level High -(3) Norm-(2) Low - (1) Assign- ment 1 Assign- ment 2 Assign- ment 3 Remarks/ Standard C1. How you market and sell your consultancy services. C2. How you approach new clients and develop mutual understanding with a potential client about the possibilities for an appropriate intervention. C3. How you assure the client of your integrity and competence as a consultant and define your specialism. C4. How you apply appropriate diagnostic tools to determine the current position of the client. C5. How you ensure that the client shares your perception of their situation. Describe briefly/Demonstrate (max 3-5 lines):

12. Best Practice Peter Sorensen Vancouver October 2004 12 Best Practice UK Competence Framework Developed in IMC UK over 6 months in consultation with wide range of large firms, independent practitioners, academic bodies and other interested parties.Developed in IMC UK over 6 months in consultation with wide range of large firms, independent practitioners, academic bodies and other interested parties. Highly regarded and sold as a commercial product in the UKHighly regarded and sold as a commercial product in the UK Used as a basis of the UK Accredited Consulting Practices scheme and CMC awardUsed as a basis of the UK Accredited Consulting Practices scheme and CMC award Available from IMC UK to share for Certification Processes in all ICMCI InstitutesAvailable from IMC UK to share for Certification Processes in all ICMCI Institutes CAMC also has a well established Competence Framework (currently subject to assessment), which has contributed to ICMCI thinking.

13. The Institute of Management Consultancy - Proprietary & Confidential - 13 - 13 Management Consultancy Competence Framework Profession al Behaviours Consulting Competence Market Capability & knowledge Achieving Sustainable Results Applying expertise and knowledge Building and Sustaining Relationships Client Focus Professionalism and Ethics Complexity and Responsibility Analytical & Proactive Thinking Interpersonal Interaction Delivery Effectiveness Personal Growth Technical Discipline Examples Production Strategy HR IT Marketing Finance Sector Specialism Examples Public Not for profit Financial Life sciences Internal Telcomms Business Understanding and External Awareness

14. Best Practice Peter Sorensen Vancouver October 2004 14 Best Practice UK Preparation & assessment of candidates Monthly CMC briefing sessions to attract potential new CMCs and outline application process On line resource centre to support candidates in their preparation for CMC ( includes hints and tips on submitting applications, reading lists, etc) On line web based assessment Telephone support and coaching available To find out more, go to www.imc.co.uk www.imc.co.uk

15. The Institute of Management Consultancy - Proprietary & Confidential - 15 - 15 Registration for CMC gives you access to the on line CMC Resource Centre

16. The Institute of Management Consultancy - Proprietary & Confidential - 16 - 16 A Client Questionnaire forms part of the assessment process

17. The Institute of Management Consultancy - Proprietary & Confidential - 17 - 17 Questionnaire results are given to candidates and can be used as an input for future CPD

18. Best Practice Peter Sorensen Vancouver October 2004 18 Best Practice UK Accreditation of Consulting Practices IMC UK has developed the entire ACP Scheme 27 ACP’s among leading British consultancies ACP is an important business opportunity for institutes with benefits for consultancy, employees and institute IMC UK offers ideas and design to other ICMCI institutes Current use: Netherlands, Denmark, Ireland … Rules for cross border accreditation developed

19. Best Practice Peter Sorensen Vancouver October 2004 19 Best Practice Denmark Web site Presentation of all Certification Documentation Quality Assurance System for certification and accreditation Web Site Presentation of Quality Manual with all documentation on procedures, processes, forms and individual data All documentation for the certification board updated and readily available Design and implementation completed by Executive Secretary Peder Friis

20. Best Practice Peter Sorensen Vancouver October 2004 20

21. Best Practice Peter Sorensen Vancouver October 2004 21

22. Best Practice Peter Sorensen Vancouver October 2004 22

23. Best Practice Peter Sorensen Vancouver October 2004 23 Best Practice Denmark Code of Ethics for Assignments including Evaluation of Personnel In addition to the common Code of Ethics adhering to ICMCI and FEACO standards a set of rules concerning personnel evaluations have been developed in order to protect individuals’ rights A person should before an investigation be informed in oral and in writing about plans, applied methods and criteria - and about the results of such before the client is informed - and allowed to comment. He may request his comments to be attached to the consultants’ report to client. Proposal to translate into English and publish.

24. Best Practice Peter Sorensen Vancouver October 2004 24 Good Practice Denmark Re-certification Each CMC must produce a yearly self assessment declaration with: Evidence of training and other CPD (X hours/year)Evidence of training and other CPD (X hours/year) Two client references with short descriptionsTwo client references with short descriptions Declaration to abide by Code of EthicsDeclaration to abide by Code of Ethics Call from certification board member if less than 70 hours per year of CPD is fulfilled Randomised selection for confirmation of data with clients every 5 years to check and to raise awareness CMC renewal statement sent out every year, confirmed on web site