Process Consulting Training 301 (PCT 301):
Executive Process Consulting 

Course Summary: 
This course is for internal and external consultants committed to Process Consulting, who wish to do so with executive level skills. Problems and opportunities at the executive level of an organization are often the most complex, the most adaptive, the most inter-disciplinary, and often involve the longest timeframes.

Why take this course?

A Certified Process Consultant:

1. Can design a Client-defined and Client-owned process using an iterative method.
2. Has developed a business plan for a specific Process Consulting Practice, or has developed

a methodology for Process Consulting within a specific organization.

An Advanced Process Consultant:

1. Can recognize, articulate, and demonstrate the Core Competencies of Process Consulting.
2. Has demonstrated the ability to lead a Process Consulting professional engagement and create artifacts.

The Executive Process Consultant (Objectives for PCT301):

1. Can recognize and facilitate a complex and multi-faceted Process Consulting engagement, inviting enterprise-wide thinking on the part of participants, especially at the executive level of the organization.
2. Develops and uses visuals within Process Design and facilitation.
3. Continues to advance their practice by developing and making use of case studies and related conversations with other practitioners.

Learning Outcomes:

PCT301 is considered the capstone course for accomplished Process Consultants. The course facilitates learning and increased skill in these areas:

• Session One:  Executive Thinking, Being, and Doing (Lessons One and Two)
• Sessions Two: Design Thinking (Lessons Three and Four)
• Session Three and Four : Visualizing Process (Lessons Five through Eight)
• Sessions Five and Six: Case Studies (Lessons Nine through Twelve)
• The Capstone Assignment (to be completed in the weeks that follow)
  • Case Studies have been part of teaching Process Consulting from its earliest days, growing out of the research of the Father of Process Consulting, Edgar Schein. The development of these case studies, helps the Process Consultant live out the Process Consulting Core Competency of Learning for Posterity, as they render their experiences and learning for themselves, their Clients, their colleagues, and for future Process Consultants.
  • For the Capstone Assignment - It’s pretty simple.  Prepare a case study from your practice. The case study should have the following criteria:
    • A completed Client engagement.
    • A written description of the Client engagement, including insights gained and continuing questions for future learning.
    • Include all Client artifacts (e.g. Client Consulting Agreement)
    • Visuals that were either involved in the Client Engagement or visuals you create after looking back and developing visuals that would have assisted then and perhaps may be included in the future.  A good starting point are the visuals noted in lesson 11 of this course.
    • Send this capstone to the facilitator, as well as Gaëlle Thibault at the Society for Process Consulting for their records.
    • Set up a time with the course facilitator to debrief your case study.

The format of each Session will include:

• Reading
• Class sessions (synchronous and asynchronous)
• Discussion
• Assignment posting and (Lessons 11 and 12) a Case Study Presentation