I’m prompted to ask these questions as a result of reading the Article and discussions on, “Assessment uncovers..” ..cunsultant incompetence.
I read a statistic in a Decison Analysis book about 25 years ago that said in over 80% of the cases studied, ANY formal decison method was superior to no formal decision method. The exceptions were mostly “satisficing” opportunities, which means the decison was easily re-done, undone or not important enough to cause long-term consequences.
So, what is a “competent” consultant? What guidelines do you use to determine competence? Is it scalar? What criteria should be assessed before hiring a consultant?
What determines a “competent” customer? How do you handle customers who don’t have a clue about what they need, but don’t have a method for making the decison?
And if you are a consultant making a recommendation to a potential (or current) customer, what decision tools are out there that the customer can understand, that aren’t conveniently geared toward the manufacturer’s gear?
I’m a “Field Service Engineer” because that’s what Control Data said I was 30 years ago, and it separates me from all the “consultants” out there. However, at $90 – $200/hr most of my customers don’t want a lengthy analysis, but they sure will gripe if I make a mistake. What sources do you use to authenticate “best practices”, and establish their value?
(Sigh) Do I ask too many questions?
Mike
