Find out more about this book...

In the last several years, various staff groups have applied the ideas contained in this book. Discussions within these various groups were similar. Analogous themes, doubts, and difficult issues surfaced. The discussion questions listed below reflect the questions those implementing the ideas found important or puzzling.

1. The author sees staff groups mired in a difficult contradiction; on the one hand, they are essential for business success, yet, on the other hand, they are often misunderstood and their value discounted by their own organizations
   • What forces and attitudes account for this contradiction?
   • What are the negative business consequences if it is not resolved?

2. The author puts forward what many might consider radical proposals-defining staff groups was businesses, staff groups taking a stance with clients about how their expertise is used, staff groups advocating for the broad distribution of power in organizations.
   • How do these proposals serve the business?
   • What do staff groups stand to lose or gain if they embrace what is being proposed?

3. The book asserts that staff expertise-Human Resources, Finance, Information Systems, and others-has frequently been used to create and support a management system that consolidates real power in the hands of a few-those at the top. The business value of this intended or unintended "effect" is called into question.
   • How does traditional staff expertise create and sustain "top down" management systems?
   • What is the business consequence of this almost "unconscious" support of hierarchy by staff groups?

4. The book argues that preoccupation with "relationship management" overshadows the "content of expertise in too many staff functions. The author points to the absence of promises and guarantees in staff offers as evidence of this.
   • If this is true, why do staff groups rely on their relationship skills with clients rather than their expertise for their survival?
   • Why are staff groups so reluctant to offer promises and guarantees to clients about results they will achieve?

5. Relevance, Timeliness, and "Fit" are presented as the key issues to test when a staff group is considering work with a client. Particular attention is paid to the "Fit" issue-the willingness of a client to create the conditions that will support the successful use of staff expertise.
   • When staff work fails, which of the three-relevance, timeliness, or "fit"-is most likely to be the cause?
   • Why are discussions with clients about "fit" so difficult?

6. The author believes that the changes required by staff groups and their clients to succeed in the future will only occur if each individual chooses to embrace accountability for change with passion-and without the guarantee of a pay off in the future.
   • What is the personal appeal of this stance-committing without barter and persisting in the face of disappointment?
   • What is the compelling business rationale for this position?