What are the Common Factors Among Consulting Competency Models?

An internal consultant is an organizational development professional who is employed full time by an organization (Lacey, 1). Internal consultants differ from external consultants in this regard, however, generally speaking they do serve a similar purpose and in doing so follow similar steps. The general model of planned change outlined in Cummings and Worley’s, “Organizational Development and Change” state that all consultants adhere to five phases throughout each project lifecycle. These phases include: entering, contracting, diagnosing, intervening, and evaluating. Each of these stages is approach slightly differently depend on whether a consultant is interval verses external. As an internal consultant it is important to note the leverage points that exist at each stage. While an external consultant often need to spend a large portion of time getting familiarized with their client, and internal consultant has the benefit of “ready relationships” and ideally knowledge of business and company Jargon (Lacy, 2). Ideally, the internal consultant also has a benefit in the diagnosing phase, because they already have relationships with members from all over the organization and have a reputation for success. On the flip side an internal consultant does not buy-in from organizational members. External consulting groups sometimes are better able to generate energy and interest because they constitute a large expense and sometimes come with prestigious credentials (Elder)

The relationship between GPs and hospital consultants and the implications for patient care : a qualitative study

Acknowledgements Clinicians assisting development of topic guide, all based in NHS Highland; Mr Angus Cain (Consultant Ear, Nose & Throat), Professor Steve Leslie (Consultant Cardiologist), Professor Ronald Macvicar (Postgraduate Dean, North of Scotland Region of NHS Education for Scotland (NES)), Dr Jerry O’Rourke (General Practice Principal), Professor Ken Walker (Consultant Colorectal surgeon). Clinicians involved in pilot of the semi-structured questionnaire; Dr Beth Macfarlane (General Practice Principal), and Dr Russell Drummond (Consultant Endocrinologist). Gillian Heron, Cairn Medical Practice who transcribed interview recordings. Funding The research was funded by both the local NHS Highland Research & Development Committee, and the “RCGP Allen & Margaret Wilson Memorial Fund.” The Chief Investigator (Dr Rod Sampson) received no personal payment for the study. No drug company is involved in this research.Peer reviewedPublisher PD

Long term care for the elderly : the role for pharmacists

Consultant pharmacy represents a branch of the profession that has almost become synonymous with nursing homes in the USA. This is largely due to the legal framework that surrounds nursing home care in the USA and the requirement for pharmacy review of medication in this setting. However, consultant pharmacy has been in existence for almost 30 years and had its roots in community practice; today, a consultant pharmacist is defined as a practitioner who provides services to long-term care facilities on a contractual basis. This paper provides an overview of this type of pharmacy practice, the current delivery of consultant pharmacy services in the USA and lessons for the international pharmacy profession.peer-reviewe

Mobile consultant: Combining total mobility with constant access

Minimizing the time required for a medical consultant to offer his/her expert opinion, can be viewed as a life-saving procedure. We have designed and tested an integrated system that will allow a medical consultant to freely move either within, or outside the hospital, while still maintaining constant contact with the patients via videoconferencing and high-resolution imaging. The above system is explained in this paper, along with its advantages and its potential limitations. Conclusively, we demonstrate that such a system further increases the mobility of the medical consultant, while improving the healthcare service

Mobile consultant: Combining total mobility with constant access

Minimizing the time required for a medical consultant to offer his/her expert opinion, can be viewed as a life-saving procedure. We have designed and tested an integrated system that will allow a medical consultant to freely move either within, or outside the hospital, while still maintaining constant contact with the patients via videoconferencing and high-resolution imaging. The above system is explained in this paper, along with its advantages and its potential limitations. Conclusively, we demonstrate that such a system further increases the mobility of the medical consultant, while improving the healthcare service

A Theory of Advice Based on Information Search Incentives

This paper investigates whether recourse to a consultant always enhances decision making. Advice given by a consultant changes the manager’s belief about his own decision-making ability. This change in belief alters the manager’s incentives to make a decision. Taking into account this effect, we characterize the contracts that the firm must offer to the manager when a consultant with a given expertise is hired. Surprisingly, we find that the benefit curve of the firm may decrease as the consultant expertise increases, even if there is no consulting fee. Moreover, we show that the value of advice depends on the “good fit” between the informativeness of the consultant and the manager’s incentives to reach the right decision.advice; value of information; information search; incentives

Gravity and its geological interpretation: the Sebago pluton and vicinity, southwestern Maine

Maine Geological Survey, Open-File Report 86-15. Available gravity data reprocessed to prepare Bouguer gravity maps for Sebago pluton.https://digitalmaine.com/mgs_publications/1175/thumbnail.jp

The Price of Advice

We develop a model of consulting (advising) where the role of the consultant is that she can reveal signals to her client which refine the client’s original private estimate of the profitability of a project. Importantly, only the client can observe or evaluate these signals, the consultant cannot. We characterize the optimal contract between the consultant and her client. It is a menu consisting of pairs of transfers specifying payments between the two parties (from the client to the consultant or vice versa) in case the project is undertaken by the client and in case it is not. The main result of the paper is that in the optimal mechanism, the consultant obtains the same profit as if she could evaluate the impact of the signals (whose release she controls) on the client’s profit estimate.Mechanism Design, Information Disclosure, Consulting, Advising

Lineaments, high-yield bedrock wells, and potential bedrock recharge areas in the Bangor 2 degree sheet

Maine Geological Survey, Open-File Map 86-69. Bangorhttps://digitalmaine.com/mgs_maps/2208/thumbnail.jp

Lineaments, high-yield bedrock wells, and potential bedrock recharge areas in the Maine portion of the Lewiston 2 degree sheet

Maine Geological Survey, Open-File Map 86-68. Lewistonhttps://digitalmaine.com/mgs_maps/2210/thumbnail.jp