Do process consultants need different skills when working with nonprofits?

Abstract

The current challenges facing nonprofit organizations in developed countries are clarification of mission and values, strengthening the structure and improving systems of accountability. Increasingly, senior executives are engaging external process consultants to assist with the process of change in these areas. The paper reports on research into the activities and skills of consultants to determine whether or not the requirements of nonprofit organizations differ from those of business sector organizations. Over 50 experienced consultants participating in a process‐oriented change program were surveyed for their views. Of the 29 who responded, most agreed that there were differences between the sectors. They nominated 57 activities they were “more likely to be involved in” and 72 skills they were “more likely to draw on” in nonprofit organizations. The possible reasons for intersectoral differences are discussed. The paper concludes with implications for consultancy practice and for nonprofit organizations employing process consultants.

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