Ross Dawson coined the term “black-box consulting” to describe low value consultant-client transactions in his book, Developing Knowledge-Based Client Relationships.
When I first read Dawson’s contrast between transaction vs. co-creation consulting models over a decade ago, his views struck me as the way of the future for anyone in the business of offering advice—including doctors, designers, real estate agents, lawyers and tech consultants.
Today I am even more convinced of how important it is for clients and consultants to think through opportunities and options together.
Black-box consulting happens when neither client nor consultant emerges from the assignment any wiser. Essentially, the client receives an outcome without meaningful participation in the process. Dawson says that this opaque model turns the service into a commodity because there is no shared knowledge-creating experience which leads to better decisions. Moreover, the black-box yields no learning, no ah-ha moments, no growth and no transformation.
Which also means that black-box engagements prevent any chance to think through fresh possibilities together. Black-box relationships are about minimal interaction, avoidance of risk and low personal commitment–the opposite of what’s required for innovation.
The service becomes a commodity when there is no shared knowledge-creating experience that leads to better decisions. Black-box consulting yields no learning, no ah-ha moments, no growth and no transformation.
So clients and consultants do themselves a disservice when they rely on third-party selection processes and impersonal working relationships, which limit their ability to create value together.
We need thinking partners to wrestle through complex challenges. Dawson’s book presents a framework for clearly seeing why transactional advice-dispensing models lead to competition driven by price rather than value, as well as doing things the same old way.
– Sharon VanderKaay