Charting New Pathways: A Glimpse of The Green Book Journey to Critical Consciousness and Change

By Dr. Trudi L. Perkins

Designing Transformational Outcomes

I first became interested in finding different ways to do racism awareness development back in 2017 while I was completing my doctoral studies. First hand experience as both a Black educator and student in teacher education programs had let me see that most academic settings provided superficial learning experiences and very little that armed teachers with an awareness of their own biases. Because of those experiences and the information that I was gathering for my dissertation, I elected to do an independent study with one of my professors in which I examined the way that anti racism education was operationalized.

Professor Michael Dumas, cites the scarcity of intellectual inquiry and theory being used beyond dialogue as one way that limits our ability to confront and dismantle racial inequities. He also discusses the idea that a process that brings multiple theories and methodologies together into a kind of synergistic action is most likely to offer the promise of increasing critical racial awareness and producing lasting, transformative change in individuals and within organizations. With this in mind, I focused my postdoctoral work for the last several years on gathering information about the processes and practices that were being used in academia and corporate training.

I talked to numerous people about their experiences. Many shared their wish for a way to extend their efforts at racism awareness and critical consciousness beyond the initial stage of activating empathy in a way that helped them delve deeper into interrogating their own lived experiences and the role that they play in shaping who they are today. I continued paying close attention to the theories, methods, research, literature and other aspects that were key to developing a framework around the phenomenon of racism.

As I started to connect the different approaches, significant learning methodologies stood out like signposts of the key points on a map. It felt like I was mapping out a journey that would fill in those gaps in understanding that the individuals I had been speaking with over the past couple of years had stated that they wished they’d had access to. That was the beginning of what would ultimately become The Green Book Journey to Critical Consciousness and Change, a coaching and consulting program that steps away from the norm and creates a unique opportunity for growth. The program provides an experience of deep self-exploration, revitalized critical thinking skills, increased racial awareness and a positive behavior and mindset change.

Charting The Way Forward

The Green Book Journey to Critical Consciousness and Change coaching program takes its inspiration from the historical challenges that African American people faced during the 1930’s, 40’s, 50’s and 60’s when they were traveling through the dangerous and unwelcoming sundown towns of Jim Crow era America. In 1936, Victor Green published the very first edition of The Negro Motorists Green Book, as a way to help Black and other non-white motorists and tourists know which businesses were welcoming to them. During those times, it was common practice for hotels, stores, gas stations and such to turn away Black people and refuse them service. Danger was also a very real threat and therefore, it was crucial for the Black motorist to know where they might find respite. The Green Book was a staple carried by most Black travelers so that they could safely navigate their journey. Businesses listed in The Green Book were largely owned by Black business men and women, but here was also the support of a few white establishments, such as Esso Standard Oil and The YMCA/YWCA which were among those that would serve Black and other non-white patrons.

In considering the need to help individuals learn to navigate these present challenging times, it seems as if there is a need once again, to know which companies are welcoming to all people, regardless of their ethnicity, gender, sexuality, religion, abilities or other characteristics. Most companies and Educational organizations today continue to assert that they have stated missions that include equality and inclusion, even as they are actively dismantling their diversity, equity and inclusion programs. Many of them are seeing the repercussions of their choices reflected in the difficulty in hiring and retaining employees due to their dissatisfaction with how their employer handles equity and inclusion. The Green Book Journey to Critical Consciousness and Change offers business leaders and their teams the opportunity to make their statements and commitments have an equally positive impact. The Green Book Journey coaching program creates a unique learning opportunity to build bridges that can help leaders and their teams help their organizations become committed to equality and demonstrate that they have done the hard work of learning to navigate the world with more determination to bring about racial and social equality and justice. It offers companies a chance to be included among those organizations that can be considered a contemporary Green Book designated organization.

Green Book Journey Framework

Process Consulting is an important part of the Green Book Journey because of its fundamental principles of listening, helping and learning. One of the most powerful aspects of process consulting is that it encourages clients to think critically and begin to develop their own solutions. This is particularly important when dealing with the complex and sensitive area of racism awareness, where there are no one-size-fits-all answers. By helping clients build their capacity to think critically and listen deeply, they become better equipped to navigate these challenges thoughtfully and effectively. Listening, helping and learning are the key principles of process consulting and these attributes form an integral link to the other elements of the program.

At the heart of the Green Book Journey are the core competencies that come from process consulting. 1) The imperative to listen actively and comprehensively. 2) Listening with the attempt to understand the concept and context of the things we encounter. 3) Listening architecturally, which means listening to your inner guide so that you are clear about what it is that you are willing to do, as well as what you need to do to attain the greatest capacity for growth and development. 4) Listening adaptively so as to foster the ability to change.

The Green Book Journey operates with the understanding that multiple approaches used collectively can help to provide a greater perspective of the complexities that are a significant element for developing racism awareness. The journey to greater critical consciousness is complex and does not follow a singular trajectory, which is why the Green Book Journey framework offers flexibility even as it provides structure in the learning and discovery process.

A Glimpse of The Green Book Journey

What would a Green Book Journey experience look like? Here is a quick overview:

● Packing for the Journey: When we hear people talk about their efforts to build critical racial awareness, they often speak of it in terms of unpacking the information. The Green Book Journey takes the stance that before unpacking, you must first pack your bags. This experience takes you through the practice of packing as a starting point. By knowing what is in your own baggage from the beginning, you are more likely to be better prepared for the things you encounter along the way. A good thought to bear in mind is that we pack before a journey and unpack at certain intervals along the way and at the journey’s end.

● Checking in at the Station: Starting the journey with the right mindset is important to being able to sustain yourself as you move through the different stops along the way. Here, you check your itinerary so that you are clear about where you are going. You’ll get introduced to some of the key components that are important for you to have as you begin to navigate the pathways. Assessing your readiness is an important step to complete, so that you know what to expect as you go from place to place.

● Building Capacity: Engaging in a consistent practice of self-regulation is paramount to initiating personal change. Having the stamina to stay the course on this journey calls for actively working to combat entrenched societal inequalities and fostering social cohesion. We cannot correct that which we are not willing to see and address. By equipping ourselves with the knowledge and skills needed in order to identify and address racism, we begin to promote a culture of accountability and mutual respect. A process of ongoing education and reflection helps dismantle prejudiced attitudes and systemic barriers, and paves the way for a more just and inclusive society where everyone can thrive.

● Going Beyond Empathy: Empathy is often positioned as the goal of many anti-racism programs, although it is really just the starting point. Empathy requires tangible action and sustained efforts, it also demands a commitment to ongoing education and actively seeking to understand the roots of inequalities. One of the ways that participants in the Green Book Journey extend their experiences with gaining racial empathy is through learning to use Positive Intelligence (PQ). This is an operating system that works to enhance mental fitness and helps individuals become more resilient, adaptable and capable of looking beyond negative thoughts that can lead to biases.

● The Heuristic Researcher in You: One of the most important elements of the Green Book Journey is engaging in a very personalized exploration of the naturally occurring events in one’s life. In the module for heuristics, participants will become the subject of their own investigation, so as to gain better self-understanding, while concentrating on individual consciousness and the objects that are part of one’s personal lived experiences. The one imperative of heuristic inquiry is that it must stem from a problem that is connected to a personal challenge or puzzlement that the individual is attempting to understand about either themselves or the world in which they live. You can read about my exploration of heuristic inquiry here.

● Speculating the Future: Learning to see past the limits of the present situation or experience is what this practice is all about. One of the things that restricts the ability to move forward is the fact that too often, remaining rigid in our views stands in the way of making change. Speculative methods offer a way to begin looking past limitations, and they strengthen the ability to step outside of norms when confronted with the challenges that often stifle efforts at equality. By embracing this method it is possible to increase the likelihood of finding new pathways toward transformative racism awareness and growth. An article I wrote on speculative methods provides a concise description of a method that describes its basic functions.

Throughout the process of creating The Green Book Journey to Critical Consciousness and Change, the understanding that as a process consultant, my intention should always be to walk alongside my clients remained at the forefront. Practicing the approaches of process consulting has greatly enhanced the way that I coach leaders and their teams as they navigate their way to increasing their awareness and personal growth. Visit our website to learn more about how you can bring The Green Book Journey coaching program to your organization.

Short Bio: Dr. Trudi L. Perkins is a scholar-activist, critical consciousness and racism awareness development coach and researcher. She is the founder and CEO of Momentum Enterprises, which partners with organizations across all industries to facilitate equitable solutions to today’s most challenging issues. Dr. Trudi is the developer of The Green Book for Critical Consciousness and Change coaching program. For the past decade, Dr. Perkins has explored how the use of creative speculative frameworks and emergent strategies can play a crucial role in influencing social change in both academic and professional settings.

 A little History lesson

I'm frequently asked to share how I became involved in Process 
Consulting and what ultimately led to establishing the Society for
Process Consulting. Because it involves so many people, this story
could have many versions! Here is one of mine:

In 1987, an elder of the church I served as pastor called and asked to meet with me during office hours. He was taking time off from his workplace to come. Conversations like these are almost always portentous and rarely times where encouraging words are the centerpiece.

The meeting lasted only a short time. He wanted me to know that even though the Church Council had met the night before and voted unanimously on some critical matters, he had changed his mind and vote after going home and discussing it with his wife. At least he was honest about it! I did not look forward to what would come next, as it short-circuited our ability to move forward as a congregation. And, I certainly did not envy the marriage my elder was in.

<<Sigh>>

This was a pattern, and not just for the relationships with this elder, nor for my work in the urban core of Fort Wayne, Indiana. Other leaders had the same experience with their boards and senior leaders. The real meetings were not taking place in formal settings; informal ones kept trumping and unraveling the formal. Creative and committed leaders among us were discouraged because honest conversations did not occur during the scheduled meeting but in bedrooms and coffee shops, around dinner tables, on front porches or golf courses, and in whispers. The real power guiding the organization was often outside the room. Something needed to change, and I did not know what. I walked home on the maple-lined sidewalks that day with much despair.

I was enrolled in graduate school then and had not decided where to direct my thesis work. Out of the conversation with this elder, my solemn walk home, and my desire to figure something out, an idea hatched.  Why not look at the passages of scripture in which people had decisions to make? Why not identify where/how the process worked and where/how it did not work? There were times when they celebrated their decisions. Why not study and then draw from them? And then, why not lay that learning beside a similar study of teamwork and group decision-making in the social sciences?  Finally, why not create a curriculum* from what I would learn?

In addition to the scriptural texts (particularly the book of Acts), the academic research immersed me in the Quaker and Jesuit traditions, as these were the two communities that long practiced group discernment. The Harvard Negotiation Project was also underway at the time, pioneering the research in the social sciences and giving rise to the best-seller Getting to Yes. 

It was much later that I was introduced to other voices, such as E.F. Schumacher, Peter Block, Francine LaFontaine, Edgar Schein, and Etienne Wenger, whose research and writing influenced me and ultimately the curriculum and practice taught via the Society for Process Consulting.

In developing my thesis, I learned almost all process errors grow from not being able to identify WHY a decision/action/evaluation is needed, WHO will play which role in the process, WHAT the criteria of success are that each group member cares about; WHEN the work needs to be completed; WHERE the work will take place (maybe in a domain or a specific geography); and HOW the group will proceed.  In short, something was wrong or missing in the design of the process, if it was designed at all.

We held that first training in the back room of a restaurant thirty-five years ago. The church elder in my story participated and found himself able to articulate how much more he preferred to work with computers than he did people. He stepped down as an elder and his wife joined our church council in a far more productive turn of events. Out informal and formal began to align!

Not long after this, I got a call from a Day Care Center board in Ohio—could I help them? Their director had injured a child on the playground. Whether the harm caused to the child was accidental or on purpose was in dispute, but this was also beside the point since everyone involved was threatening to sue the all-volunteer and newly-seated board. Answering Why, Who, What, When, Where, and How did not give the answers but did design the process and how they arrived at their answers. There was a settlement in the end, and the Day Care Center survived. That good outcome led to other phone calls, resulting in new engagements and then still others. 

We are trying to move ownership of our hardware store and lumber yard to the fourth generation of our family, but the two heirs don't like each other! 

Our major donor gave half their promised donation but then disappeared and isn't returning our phone calls. We've already broken ground and taken out a loan.

We can't decide how to distribute our scholarship funds.

We are stuck in our attempt to develop a global charter for cooperation among five countries.

The owners are conflicted about whether to take some distributions after several years of extreme sacrifice or to reinvest, given the current market's business opportunities.

Help! The founding CEO and her potential successor are battling in front of the team, and we are bleeding talent.

The ability to relentlessly, graciously, consistently, and artfully design and then follow a process from beginning to end is the heart of process consulting as I've come to understand and practice it. The completion of a Process Design that identifies Why, Who, What, When, Where, and How is frequently a first action and a significant distinctive—easy to learn, harder to implement, and perhaps the most challenging to keep distraction-free and remain mentally disciplined. 

Process Consulting that begins with a Process Design helps the Process Consultant maintain Listening, Helping, and Learning posture throughout the Client engagement. 

Repeatedly.

Mark L. Vincent

Design Group International

Executive Advisor and Founder

By Lon L. Swartzentruber, Interim CEO of the Society for Process Consulting and Design Group International

A few months ago, I was talking with Kevin Eastway, a member of the Society for Process Consulting about his journey into the field of Process Consulting. He used language that was very familiar and also yet so elusive in our work with Clients.

“It is a journey of withness.” Kevin’s word, withness, is describing one of the most profound and elemental nuances of the Process Consulting approach. Being with a Client on their journey while in the same moment being at a very deep and personal level with them.

We are not just with them…we are deeply journeying with them.

When we walk with a Client on their journey of transformation it can be easy to get out ahead of them, pulling them towards the direction they say they want to go, but have yet to decide to actually go there. Other times it can be easy to push them a little from behind, encouraging them nicely, but pushing all the same. This is not withness.

Peter and Ed Schein often described this level of Client relationship in the 2nd editions of Humble Inquiry and Humble Leadership. The Schein’s described withness in the language of level 2.5, a professionally appropriate personal level 3 relationship with a Client. As Process Consultants this is our posture…a posture of withness.

One of things that I appreciate most about the Society for Process Consulting is that the Society is a place where practitioners can go to develop our skills in the art of Process Consulting. The Society is also a place where members can connect and dialogue with their colleagues. A place where we can come together and share stories, challenges, and triumphs in our work with Clients.

All while we honor our role as Process Consultants and our posture of listening, our partnership of helping, and our service of learning while we walk with Clients.

This is what we mean by withness.

Today, the Society announces the relaunching of our monthly blog and invite any member of the Society to write for our blog. Together, we want our blog to tell stories of withness. Examples of how the walking alongside approach (your withness with Clients) has helped them to transform for a vibrant future.

These stories will be anonymous and help each of us learn from others. If you’d like to write a withness story, please e-mail us at admin@societyforprocessconsulting.com to sign up.

As we proceed towards a robust and vibrant future for the Society for Process Consulting, please don’t hesitate to call 616-516-9870 or e-mail me lons@designgroupintl.com if you have any questions or thoughts about the future of the Society.

I look forward to talking with you about your journey of withness with Clients.

Warmest regards,

Lon L. Swartzentruber
Interim CEO, Society for Process Consulting

By Matt Visser, Senior Design Partner, Design Group International

Your life as a leader is full of so many responsibilities. So many things to juggle each day and so many tasks that fill your inbox. It is difficult to find time to “just be” amid appointments, meetings, deadlines, and more meetings. The act of “being” is pushed back to the weekend or your PTO.

The practice of mindfulness can help you, as a leader, gain valuable perspective on your life as a leader. By taking regular time to “just be”, you can ground yourself in the present, strengthen your resilience for the daily challenges of leading, and increase your levels of personal flourishing.

What is mindfulness?

Irene Kraegel from Calvin University gives a simple and clear definition of mindfulness.

“Mindfulness is a simple concept. It means intentionally paying attention to the present moment with an attitude of nonjudgmental curiosity. This can be practiced formally, using times of silent meditation to hone our awareness of what is present around us moment to moment. It can also be practiced informally by regularly bringing our attention back to the present throughout each day.”

As she articulates, mindfulness draws our attention to the present and helps us again awareness of the present moment.

Minding your Person

You are a whole person, and your physical health and wellness is a key part of your personal flourishing. You are an embodied person that exists in the world. Take a moment to breath and be present to recognize your personhood is the start of recognizing your “being” and letting go of your “doing”.

Minding your Spirit

You are a spiritual person, and your existence is bigger than yourself. Taking time to recognize that we are not the center of the universe can be a freeing and hopeful exercise is mindfulness. Take a moment, or several moments in silence to hear the world around you and connect with the divine. Silence is a powerful mindfulness tool to help your “being”.

Minding your Thoughts

Your thoughts and your reflections on the past, present, and future are an important way of being in this world. As cheesy as it may sound, this “present” moment is a gift. The past is over, and you cannot control what has happened previously. You cannot control your future and all that it will bring moving forward. You can only engage your present moment and what you do with today.

Setting aside time to reflect can help you engage your thoughts and increase your mindfulness. As a leader, embracing the present gives you great perspective to adapt to the challenges you are facing.

Additional Reflection Questions

Some questions for your reflection as you spend time being vs. doing.

o What do you want to let go of that’s now behind you in the past?

o What intentions to do you want to set for what’s ahead of you?

o What do you want to embrace for what you want to hold to for today?

Want to practice your mindfulness and taking a “being break”? Join me and others on Friday, April 19th. Register HERE.

Matt Visser is a Senior Design Partner with Design Group International, and a member with the Society for Process Consulting. 
To learn more about Matt, go here.  

What is Process Consulting? 
By Matt Visser

The Society for Process Consulting, the credentialing body teaching the practice of Process Consulting, offers us a working definition:

“Process Consulting is an iterative form of humble inquiry and guidance in which the consultant works alongside the Client to co-create solutions. A process consultant’s purpose is not to provide ready-made solutions but to advance the Client’s growth and learning through an authentic discovery process.”

How does Process Consulting work in practice?

As Process Consultants, we utilize three primary values in order to effectively walk alongside you as a Client. A process approach to consulting recognizes the critical role of listening to you in order to design solutions that move your organization forward and the learning required to make organizational change sustainable. Although these shared values may function in sequence, they are often iterative and constantly working together throughout our relationship.

Listening

We start by asking you deeper questions in order to uncover the real purpose of a process and the adaptive challenges you want to address in order to foster growth and transformation. Through embracing the cultural, social, and relational context of your organization, we co-create a process that aligns with your most important goals to move your organization forward.

Helping

Equipped with the right purpose and a co-created process, we walk alongside you and your organization through the planned activities that advance the your goals and objectives. Through iterative steps along the way, we will shift and pivot to achieve your desired results.

Learning

We work collaboratively to constantly learn through the process so in the end, you are equipped to lead the process you have created for your organization. Through developing the knowledge and skills necessary to lead, the process becomes sustainable and generative for you and your organization in the future

Five Reasons why a Process Approach is helpful for leaders and organizations.

Once you understand what is meant by “Process Consulting” and how Process Consulting works in practice, it may be helpful for you to explore key reasons why a process approach to consulting may help you and your organization transform for a vibrant future.

A Process Approach to consulting…

1. Embraces Complexity

The world is complex and your organization is dynamic and changing. The unique social, emotional, and cultural context of your organization is essential. Complexity is best addressed through adaptive solutions designed through co-creating a process.

2. Digs Deeper to uncover Real Purpose

The posture of listening and humble inquiry allows us to dig deeper and move beyond surface issues. An iterative process that begins with listening uncovers the real purpose of a process.

3. Values Organizational Strengths

As the Client, you are the expert. As an expert, your perspectives and insights are essential and valuable. A process approach recognizes the creativity and resourcefulness you have as a leader and the unique strengths of your key stakeholder groups.

4. Grows Leadership Capacity

You will learn new knowledge and skills through the process. This learning leads to your personal transformation experiential learning and grows your capacity to lead in the future.

5. Deepens Relationships

A Process Consulting approach builds trust, transparency, and collaboration and leads to deepened relationships both inside and outside of the organization. An approach that designs a process around your stakeholders helps broaden engagement and creates an inclusive environment.

Interested in learning more about how a process can help you or your organization grow?

By Matt Visser, a Senior Design Partner with Design Group International, and a member with the Society for Process Consulting.  To learn more about Matt, go here.  

In a recent conversation, Society of Process Consulting member Jeanne Zimmerly Jantzi discussed the concept of "guesthood" and its connections to process consulting. Jeanne shed light on the importance of guesthood as a mindset and a valuable approach when working with clients, drawing parallels between diverse cultural experiences and the world of process consulting.

What is Guesthood?

Jeanne shared her unique perspective on guesthood, drawn from her extensive experience living in different cultures, including Africa and Asia. She explained that anthropologists use “guesthood” to describe an ethical decolonizing research method. Guesthood emphasizes being a respectful and humble guest rather than a dominant colonizer.. It encourages cultural sensitivity, fosters positive interactions, and promotes a balanced dynamic of being within a scene without taking over the scene. Practicing guesthood involves acknowledging your role as a guest, treading lightly, and approaching new situations with openness for more harmonious relationships.

She revealed that during her time in Indonesia, she and her intercultural team were the objects of an two year anthropological study. The Australian researcher entered their space as a guest, trying to observe, interpret, and make conclusions while also inviting her interpretation and analysis. The guesthood approach differs from earlier approaches to anthropology, in which observations and interpretations are made without the participation and analysis of the group being studied This experience opened her eyes to the essence of guesthood and its significance to the idea of co-creation of processes and knowledge.

Guesthood in Learning

The guesthood mindset encourages consultants to approach their work as observers and learners first, rather than imposing their own ideas and assumptions on clients. This approach is particularly crucial in intercultural consulting, where respecting the culture and being mindful of power dynamics are of paramount importance. As Jeanne put it, “there is a lot of remembering to be quiet, observe, and ask questions.”

The Connection Between Guesthood and Co-Creation

Jeanne’s insights align with the principles of process consulting, emphasizing the importance of co-creation. The guesthood paradigm illuminates the importance of checking any assumptions or conclusions with the Client for accuracy. Rather than entering a client's space with preconceived solutions, process consultants aim to work in partnership with their clients. This collaborative approach fosters a sense of respect, mutual learning, and the acknowledgment that clients bring invaluable knowledge to the table.

Recognizing Power Dynamics and Whiteness

Jeanne’s perspective highlights the importance of recognizing and addressing power dynamics in consulting relationships. She stresses that consultants, especially those with privilege, should be acutely aware of the power they bring to a client engagement. This acknowledgment includes understanding how their presence may impact the client's decision-making process, and the responsibility to be humble, respectful, and avoid overpowering the client with their own perspectives and assumptions.

Applying the Guesthood Mindset in the US

Understanding guesthood in the United States means recognizing power imbalances and how it relates to issues like caste and implicit bias. Jeanne explained how the awareness of caste can help us understand power imbalances in various situations, such as age-related dynamics and racial biases. She encouraged people to be mindful of their own position in these systems and strive to reject and rectify the constructs that perpetuate power imbalances.

Challenges and Opportunities

Jeanne noted that adopting the guesthood mindset helps consultants in entering any new organizational culture. Recognizing and addressing power dynamics leads to inclusivity and collaboration, benefiting consulting and promoting diversity and equity.

In summary, the guesthood concept offers a valuable framework for process consultants to approach their work with humility, openness, and a deep respect for the knowledge and experiences of their clients. By applying the principles of guesthood, we can navigate the complex world of consulting while actively challenging and dismantling systemic power imbalances in society.

Today's guest blog post was written by our current spotlighted member, Dr. Linda Baker-Brandon, who serves as the Training and Technical Assistance Coordinator (TTAC) and Education Consultant Director for ICF. A Certified Process Consultant using process consulting practices, Dr. Linda walks alongside her team of 42 remote professionals, who in turn walk alongside the managers and facilitators of government-funded programs such as Head Start, enabling them to meet their goals and regulations through training and technical assistance. Dr. Linda is a model Listener, Helper, and Learner! 

It might not sound like it from the description, but my job really is all about process consulting.

I serve as the Training and Technical Assistant Coordinator and Education Consultant Director for ICF. What exactly does that mean? I provide leadership, training, and coaching to a team of 42 remote professionals across 8 states to ensure the successful delivery of training and technical assistance to Grant Recipients funded by Region IV Administration for Children and Families and by the US Department of Agriculture.

In other words, I coach and train the team that coaches and trains other program teams, empowering Grant Recipients to remain self-sufficient and exceed federal, state, and other regulations. One of the primary programs we work with is Head Start, which promotes school readiness and provides young children and their families with top-quality services – no matter where they live. As you might imagine, the local Head Start teams often find themselves in tough positions, striving to comply with the stringent federal laws for providing services to low-income, culturally-diverse populations while also meeting their goals of truly serving and supporting their communities. My team’s role is to provide tailored training and technical assistance to empower those teams to cover all the gaps and get the real, vital, community-transforming work done.

My first exposure to process consulting occurred when the National Center did a broad-perspective training about 6 years ago. The basic tenets and practices resonated and were obviously applicable to both my role and the roles of those on my team who actively support our Grant Recipients, so a couple years ago, as part of our team’s own professional development, we all enrolled together in PCT 101 – and I’m so grateful we did.

My team walks alongside the Grant Recipients and programs they support, and I, in turn, walk alongside my team. Just as a collaborative, conversational approach empowers our Grant Recipients to buy in and take ownership of their programs, the same approach from me empowers my team to take their roles into their own hands with confidence. I have check-ins with each manager on my team at least monthly and an all-hands monthly team meeting. Depending on the situation it may be a much more continuous dialogue – if they’re new to the field, navigating a particular challenge, or simply in a moment when they need more support. As I’ve moved more and more intentionally into process consulting ways of being and interacting and leading, it has been amazing to see the difference it can make for each of the managers I work with. They visibly shift from being recipients of my training, knowledge, or advice, into being the owners of their own processes. I have gleaned a vast amount of knowledge from each of them. 

The greatest challenge, of course, has been truly learning to listen – even when I feel I’ve heard it all before. How many times have you had to bite your lip and nod while listening to a friend, spouse, child, or team member talking through an issue they’re facing – that you’ve faced a thousand times, or seen a thousand other individuals face? It can take so much discipline not to blurt out, “Ah, I know this one! Here’s what you need to do.”

I have held the positions that my staff members now hold, and I have heard similar stories from many of my staff members across 8 states. Intentional listening becomes most difficult when you believe you already know the solution or the process that should occur. But there is so much power in that intentional pause. Of taking a breath, listening deeply, reflecting what you’re hearing, and working with them towards their own clarity and understanding of the problem that can lead to the best process and solution. Sometimes, it turns out, I haven’t heard the issue correctly at all, because my prior experiences clouded my perception. Sometimes, my team members do find their way to exactly the solution I was sure would work – but they find their way there on their own terms, as the owner of that process, with greater confidence and ability that they would have had if I’d just handed them a bandage. If nothing else, process consulting teaches us the fruitful beauty of patience.

Dear readers,

The venerable Dr. Edgar H. Schein, a prolific writer, leader, teacher, and practitioner of Process Consultation, passed away in January at the age of 94.

I was given the gift of conversation and emails with Dr. Schein (Ed) over the last year as we introduced him to the Society for Process Consulting:  who we are, what we do, and how he might be more involved.  He always asked good questions, critical questions, and I certainly learned a lot from him. These early steps in developing a relationship with him now seem cut short much sooner than we would have liked:

…We showed him examples of how his seminal work, and more recent work, are incorporated in the Society’s curriculum, rich with examples of his legacy on organizational development and a different type of consulting – “humble inquiry” as he called it in one of his books co-written with his son Peter Schein.

…We also shared the manuscript with him of Listening, Helping, Learning: Core Competencies of Process Consulting, a book by Mark L. Vincent, with contributors from across the country, for which Ed graciously wrote a testimonial.

… Lon Swartzentruber, the CEO of Design Group International, had a chance to interview Dr. Schein back in 2020 and a summary of what transpired is shared in a blog post and recording from that time:  The seduction of expertise and other consulting lessons.

We hope that these efforts to connect with “Ed” will continue to expand his legacy as a massive contributor to the field of process consulting, and in his manner, I can only say how humbled I was to be a part of it.

In memory of Dr. Edgar H. Schein 1928 - 2023

Professor Emeritus, MIT Sloan School of Management & Author with Peter Schein of Humble Inquiry, rev.Ed. (2021), Humble Leadership (2018), and Humble Consulting (2016)

Our current member spotlight falls on Genyne Edwards, JD. Co-founder of P3 Development Group, Edwards is a sought-after thought leader and the recipient of many awards, including the 2021 Milwaukee Business Journal’s Diversity in Business Award. Edwards is an Executive Process Consultant and hands-on facilitator and practitioner in the areas of organizational development, communications, and DEI. She was instrumental in the creation of the Society’s pilot PCT 102 program, designed specifically for consultants of color through a partnership with the African American Leadership Alliance Milwaukee (AALAM). Read on for her reflection on the timely and necessary components of process consulting in her work and in today’s world.

We are only as good as the listening that we do.

Extrapolate that statement however you want – I’ve found it applies to relationships, professional efficacy, personal development, and more. Most of all, I’ve found it to hold true in my work with clients. Throughout my time as an attorney and a consultant, I’ve seen how powerful a truly good question can be, as long as the answer is deeply heard and reflected upon with intention. Listening is the bedrock of the practice.

A few years back Kim Stezala, CEO of the Society for Process Consulting, reached out to me with an invitation to participate in an all-day session focused on talking through the urgent need to diversify the consulting field. A lot of discussion and a lot of listening later, my co-founder Dominique Samari and I were involved in creating an approach to supporting people of color interested in process consulting. We partnered with the African American Leadership Alliance Milwaukee (AALAM) to run a PCT 102 cohort for 8 amazing leaders with an incredible array of backgrounds and skills. There’s a whole population of black and brown leaders out there interested in diving into consulting, and we were able to be a part of these individuals’ stories because we listened, we collaborated, we reflected - and we responded adaptively to what we heard. If you strive to support change, however large or small, in any arena, you have to start by listening.

More and more the world is moving towards a greater understanding and appreciation of consultants who model co-creation, act as “guides on the side,” and emphasize the client’s centrality and lead role in the process. You’ll still get pushback from some clients who are looking for an expert to swoop in and “fix” things, but in general you’ll find that people understand they live in a deeply complex world that simply does not contain quick and easy solutions. They’ve been listening. People may always have trouble being “helpable,” but there is a slow-down that is happening – a growing awareness that something has to change, especially in conversations around both diversity, equity and inclusion and environmental, social and governance – and we can be a part of those conversations if we step into our clients’ processes with our eyes and ears wide open.

You can’t turn on the TV today without seeing an environment and culture rife with polarization, complexity, ambiguity, and conflict. More than ever, there is a need for sensitivity towards people who are unlike us as our surroundings and conversations shift. There is a need for change, not just in group settings, but on an individual level as well – there will be no organizational change without buy-in from the individual managers, or without engagement and modeling from the CEO. What tools are available for individuals and organizations interested in engaging in change in the midst of all the chaos and conflicting voices? Collaboration. Conversations. Listening.

I learned about appreciative inquiry and design thinking long before I ever heard the term “process consulting,” but the tools I’ve gained through my involvement with PCT 102 have allowed me to increase the efficacy of my work on a practical, daily level. Beyond that, process consulting has connected me with a network of like-minded leaders who are having conversations that matter. It has placed me in a community of listeners. What could be more impactful than that?

This blog post was originally written for and published by the Christian Leadership Alliance. Mark L. Vincent created this blog by adapting an excerpt from his recent book, Listening Helping Learning: Core Competencies of Process Consulting.

In recent years the work of Ed Schein began to distinguish between the expertise and knowledge often plied as the trade of consulting, and the more iterative method of bringing curiosity and co-creating the needed work with the Client. What is known as the field of Process Consulting began emerging and charting a different trajectory. With recent stories of traditional consulting firms upselling their Clients, the difference between these styles of consulting has never been more starkly painted. Here are a couple of definitions that can help paint the difference for anyone leading a ministry or non-profit that intends to acquire an outside consultative perspective.

Consultant

A general term. It can mean almost anyone who thinks they have something to offer by selling one’s time or intellectual property. From a Client perspective “Consultant” might mean anyone other than an employee retained for a specific task or access to intellectual property.

Process Consultant

Someone experienced in being a thought partner alongside a Client. They ask iterative design questions and develop with a Client a sequence of steps the Client intends to follow to address their objectives. Process Consultants can be recognized by their listening posture, their helping partnership, and their ongoing learning with the Client as the expression of Client service.

Process Design

The activity of designing with a Client so that a sequence of steps emerges that a Client pursues in addressing their stated objectives. The design work is primarily accomplished through robust answers to the iterating questions WHY, WHO, WHAT, WHEN, WHERE, and HOW.

Client

The organization that retains the Process Consultant, as well as the people of that organization.  “Client” is capitalized to signify that it refers to this intersection of people and their organization. This intersection is where the Process Consultant is found listening, helping, and learning.

With these definitions in front of us, here is a little more about Process Consulting.

More on Process Consulting

Moving beyond raw data toward wisdom is a journey. Much gets discarded or distilled along the way.

• We sift raw data so it can be shared as information.
• Information is then rendered and sequenced to pass along to others as knowledge.
• Knowledge successfully and repeatedly applied in a variety of contexts become recognized expertise.
• Expertise analyzed, broken down, put back together, combined with other expertise, and then folded into an intuitive and non-anxious, creative forward leap; is one way we recognize wisdom.

Going Deeper

The journey from mere advising to the deeper wisdom of Process Consulting follows a similar path.

• Advising in general is dispensing perspective whether it is useful, or not. Someone has a data point, and they choose to share it. An Advisor Tells.
• Intellectual Property tends to be this same perspective organized for publication and dissemination, which increasingly gets labeled as Content. Content is either for general consumption, available for a consumer’s purchase or is an add-on resource tied to a Client engagement. An Expert sells.
• Subject Matter Expertise, what we might also be describing as contracting or serving as a vendor, is that same Intellectual Property applied with a specific Client and for that Client’s context.  A Subject Matter Expert sells and tells or tells and sells.
• Consulting connects multiple lines of subject matter expertise to address a Client’s unique need for change, often at a technical level.  The Consultant chooses between tools, assessments, or other processes to get at what the Client needs to do. Consultants sell, assess, tell, then sell again.
• Process Consulting joins with the Client in not knowing what to do exactly, especially as the Client faces adaptive and/or complex change. The Process Consultant brings a non-anxious curiosity alongside the Client to design with the Client the steps (the process) they will follow to go from where they believe they are to where they choose to go. The Process Consultant asks, “what do you need to do?” followed by “what are you willing to do?”  In partnership with the Client, the Process Consultant listens, then helps, and then learns.