For the purposes of this case study you are a consultancy firm. Your firm is composed of members with varying areas and depths of expertise. Just as one finds in the “real world” consultancy firms survive based on their abilities to successfully attract and fulfill contracts. The contracts may vary widely and may involve areas in which you may wish you had better expertise; but none the less you must move forward and do the best with the expertise and talent you have.
The first step in being a successful consultant is to be sure you understand exactly what the client wants from you. You must not assume. You must clarify any point you are not 100% sure about. Secondly, you must be sure that you have the client's best interests in mind. Thirdly, your own prejudices must be set aside. As long as there is not an ethical conflict with the client you may be successful in providing the information being sought even though you might not choose to follow your own advice. If you find a disagreement between your findings/advice and what you would choose to do; be open, provide a “minority report”. Your client is seeking your best advice giving options and alternatives rather that telling the client what they want to hear is one of your obligations.
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This page is authored and maintained by:
Dr. J.E. Partridge, Department of Plant Pathology, University of Nebraska-Lincoln
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