8.6Feedback to the client

We have referred a number of times to the desirability of actively involving the client in data-gathering and other diagnostic operations. The objective is to build a truly collaborative consultant–client relationship at an early stage of the assignment, and to prevent various negative attitudes and reactions on the part of the client. These are difficult to avoid if he or she is poorly informed about what is going on, and if the consultant’s findings and conclusions come as a surprise. We have mentioned, too, the need to give feedback to the client during the diagnostic phase.

What is feedback?

Giving feedback provides the client with information that can:

●tell the client something new and meaningful about his or her organization;

●make the client aware of the approach taken by the consultant and the progress made in the investigation;

●increase the client’s active contribution to the assignment;

●stimulate the client to help the consultant to stay on the right track, or reorient the investigation if necessary.

Feedback during diagnosis is itself a diagnostic method. Properly selected and presented information will provoke some reaction on the part of the client, and so the consultant should keep firmly in mind what reaction he or she wants to generate:

–Does he need more information on the topic?

–Is she seeking information on a new topic, about which the client was reluctant to speak?

–Should the client criticize the data?

–Does the consultant want to shake up a lethargic client by showing alarming data?

Giving feedback to the client is simultaneously an intervention technique used to stir up change:

●Is this what is wanted?

●Is there enough reliable information to feed back to the client with the intention of stimulating change?