SlideShare ist ein Scribd-Unternehmen logo
1 von 28
Downloaden Sie, um offline zu lesen
CONSULTATIONCONSULTATION
MOKGWANE S. E.MOKGWANE S. E.
DOCTOR IN TRAININGDOCTOR IN TRAINING
UWI, NASSAU CAMPUSUWI, NASSAU CAMPUS
PROTOCOLPROTOCOL
• INTRODUCTION
• MODELS OF CONSULTATION
• SUMMARY
• REFFERENCE
Consultation Model 1
INTRODUCTIONINTRODUCTION
• Edgar H. Schein developed the concept of
process consultation and wrote a book
about its in various client relationships
after 15 years of experience in
organization and management
development consulting.
• He combines a research and teaching
interests in adult socialization and career
development with his applied interests in
helping organizations to be more effective
in accomplishing their tasks with and
through people.
• He a former Professor at the MIT Sloan
School of Management.
MODELS OF CONSULTATIONMODELS OF CONSULTATION
 THE EXPERT MODEL
 THE DOCTOR-PATIENT MODEL
 PROCESS CONSULTATION
Consultation Model 1
THE EXPERT MODELTHE EXPERT MODEL
The expert (or telling and selling) model of consultation assumes that the
client purchases from the consultant some information or expert service
that she is unable to provide for herself.
 The buyer, usually an individual manager or representative of some group
in the organization, defines a need and concludes that the organization
has neither the resources nor the time to fulfill that need. She will then
look to a consultant to provide the information or the service.
 The client expects expert help and expects to pay for it but do not get
involved in the process of consultation itself.
THE EXPERT MODELTHE EXPERT MODEL
 The extreme pure model is the television repairman or auto mechanic. Other examples:
 Purchase of a market research;
 The hiring of a consultant to develop a computer program for a given problem;
 The hiring of a lawyer to determine whether a given course of action will run into difficulty or
not.
 The essence of the message from the client to the consultant is “here is the problem, bring
me back an answer and tell me how much it will cost.”
 Psychologically, the essence of this relationship is that the client gives away the problem
temporarily to the helper, which permits the client to relax, secure in the knowledge that an
expert has taken it on and will come up with a solution.
 This model is, almost by definition, totally content oriented.
THE EXPERT MODEL-THE EXPERT MODEL-
ASSUMPTIONSASSUMPTIONS
 Whether or not the manager has correctly diagnosed his own needs
 Whether or not he has correctly communicated those needs to the consultant
 Whether or not he has accurately assessed the capabilities of the consultant to
provide the information or the service
 Whether or not he has thought through the consequences of having the
consultant gather such information or the consequences of implementing the
changes that the information implies or that may be recommended by the
consultant
 Whether or not there is an external reality than can be objectively studied and
reduced to knowledge that will be of use to the client
THE EXPERT MODELTHE EXPERT MODEL
 The frequent dissatisfaction with consultants and the low rate of implementation
of their recommendations can easily be explained when one considers how many
of the above assumptions have to be met for the purchase model to work
effectively.
 It should also be noted that in this model the client gives away power.
 The consultant is commissioned or empowered to seek out and provide relevant
information or expertise on behalf of the client; but once the assignment has been
given, the client becomes dependent on what the consultant comes up with.
 Much of the resistance to the consultant at the later stages may result from this
initial dependency and the discomfort it may arouse consciously in the client.
THE EXPERT MODEL-NOTICETHE EXPERT MODEL-NOTICE
 This model of consultation is appropriate when clients have;
I. Diagnosed their needs correctly;
II. Correctly identified consultant capabilities;
III. Done a good job of communicating what the problem they are actually trying to
solve;
IV. Thought through the consequences of the help they have sought.
 This model is “client intensive” in that it puts a tremendous load on the client to
do things correctly if the problem is to be solved.
 If the problems are complex and difficult to diagnose, it is highly likely that this
model will not prove helpful.
Consultation Model 1
THE DOCTOR-PATIENT MODELTHE DOCTOR-PATIENT MODEL
 The core of this model is that the client experiences some symptoms that
something is wrong but does not have a clue as to how to go about figuring out
what is wrong or how to fix it.
 The diagnostic process itself is delegated completely to the consultant along with
obligation to come up with a remedy.
 The client becomes totally dependent upon the consultant until such a time as the
consultant makes a prescription, unless the consultant engages the client in
becoming more active on his or her own behalf.
 A manager may detect symptoms of ill health, such as dropping sales, high
numbers of customer complaints, or quality problems, but may not know how to
make a diagnosis of what is causing the problems.
THE DOCTOR-PATIENT MODEL:THE DOCTOR-PATIENT MODEL:
ASSUMPTIONSASSUMPTIONS
 That the client has correctly interpreted the symptoms and the sick “area.”
 That the client can trust the diagnostic information that is provided by the
consultant.
 That the “sick” person or group will reveal the correct information necessary to
arrive at a diagnosis and cure, i.e., will trust the doctor enough to “level” with him
or her.
 That the client has thought the consequences, i.e., is willing to accept and
implement whatever prescription is given.
 The patient/client will be able to remain healthy after he doctor/ consultant
leaves.
THE DOCTOR-PATIENT MODEL:THE DOCTOR-PATIENT MODEL:
NOTICENOTICE
 This model puts even more power into the hands of the consultant in that
she diagnoses, prescribes, and administers the cure.
 The client not only abdicates responsibility for making his own diagnosis
and thereby makes himself even more dependent on the consultant, but
assumes, in addition, that an outside consultant can come into the
situation, identify problems, and remedy them.
 This model is of obvious appeal to consultants because it empowers them
and endows them with X-ray vision.
THE DOCTOR-PATIENT MODEL:THE DOCTOR-PATIENT MODEL:
NOTICENOTICE
 Providing expert diagnoses and prescribing remedial courses of action
justify the high fees that consultants can command and make very visible
and concrete the nature of the help that they claim to provide.
 In this model the report, the presentation of findings, and the
recommendations take on special importance in identifying what the
consultant does.
 For many consultants this is the essence of what they do, and they feel
that they have not done their job until they have made a thorough
analysis and diagnosis leading to a specific written recommendation.
Consultation Model 1
PROCESS CONSULTATIONPROCESS CONSULTATION
Process Consultation (PC) is the creation of a relationship with the client that
permits the client to perceive, understand and act on the process events
that occur in the client’s internal and external environment in order to
improve the situation as defined by the client.
*Edgar H. Schien. Process Consultation Revisited – Building the Helping Relationship.
1999, Addison-Wesley Publishing, Inc.
PROCESS CONSULTATION- FOCUSPROCESS CONSULTATION- FOCUS
• The focus of PC is to build a relationship with your client and help them figure out what
to do:
1. Build a Relationship
 Permit the consultant and client to deal with reality
 Remove the consultants areas of ignorance
 Acknowledge the consultant’s behavior as being always an intervention
 All of the above in the service of giving the client(s) insight into what is going on
around them.
2. Help the client figure out what they should do about the situation
 Clients must be helped to remain proactive
 Clients must own the problems (“monkey always remains on the client’s back,” )
 Clients know the true complexity of their situation and they know what will work in the
culture where they live
PROCESS CONSULTATION- KEYPROCESS CONSULTATION- KEY
ASSUMPTIOSASSUMPTIOS
1. That the nature of the problem is such that the client not only needs help
in making an initial diagnosis but would benefit from participation in the
process of making that diagnosis.
2. That the client has the constructive intent and some problem solving
ability.
3. That the client is ultimately the only one who knows what form of
solution or interpretation will work in his or he own situation.
4. That if the client selects and implements his or her own solution, the
client’s problem- solving skills for future problems will increase.
PROCESS CONSULTATION-PROCESS CONSULTATION-
PRINCIPLESPRINCIPLES
1. Always try to be helpful
2. Always stay in touch with the current reality
3. Access your ignorance
4. Everything you do is an intervention
5. It is the client who owns the problem and solution
6. Go with the flow
7. Timing is crucial
8. Be constructively opportunistic with confrontive interventions
9. Everything is data: errors are inevitable – learn from them
10.When in doubt, share the problem
Consultation Model 1
PROCESS CONSULTATION-PROCESS CONSULTATION-
INTERVENTIONINTERVENTION
The above assumptions may not always hold; but when they do, it is essential to
approach the helping situation in the PC mode.
 Clients often do not know what is really wrong and need help in diagnosing what
their problems actually are. But only they “own” the problem.
 Clients often do not know what kinds of help consultants can give to them; they
need to be helped to know what kinds of help to seek. Clients are not experts on
helping theory and practice.
 Most clients have a constructive intent to improve things, but they often need
help in identifying what to improve and how to improve it.
PROCESS CONSULTATION-PROCESS CONSULTATION-
INTERVENTIONINTERVENTION
 Most organizations can be more effective than they are if their managers
and employees learn to diagnose and manage their own strengths and
weaknesses. No organizational form is perfect; hence every form of
organization will have some weaknesses for which compensatory
mechanisms must be found.
 Only clients know what will ultimately work in their organizations.
Consultants cannot, without exhaustive and time consuming study or
actual participation in the client organization, learn enough about the
culture of an organization to suggest reliable new courses of action.
Therefore, unless remedies are worked out jointly with members of the
organization who do know what will and will not work in their culture,
such remedies are likely either to be wrong or to be resisted because they
come from an outsider.
PROCESS CONSULTATION-PROCESS CONSULTATION-
INTERVENTIONINTERVENTION
 Unless clients learn to see problems for themselves and think through their own
remedies, they will be less likely to implement the solution and less likely to learn
how to fix such problems should they recur. The process consultation mode can
provide alternatives, but decision making about such alternatives must remain in
the hands of the client because it is the client, not the consultant, who owns the
problem.
 The ultimate function of PC is to pass on the skills of how to diagnose and
constructively intervene so that clients are more able to continue on their own to
improve the organization. In a sense both the expert and doctor-patient (doctor)
models are remedial models whereas the PC model is both a remedial and a
preventive model. The saying “instead of giving people fish, teach them how to
fish” fits this model well.
SUMMARYSUMMARY
 Each model has its own specific assumptions that need to be comprehended by the clients
before any consultation.
 The relevance of the process consultation that in all situations that involve personal, group,
or organizational components, feelings, values, and cultural elements must be indentified.
 Any given consultant inevitably ends up using all three models at different times and with
different clients.
 It is upon the consultant, therefore, to obtain enough insight into his or her own behavior to
know which model he or she is using at any given time and to assess the appropriateness of
that model to the situation.
 The ideal consultant would be flexible enough to move across the three models.
REFERENCEREFERENCE
Edgar H. Schien. Process Consultation Revisited – Building the Helping Relationship.
1999, Addison-Wesley Publishing, Inc.
Schein, E. H. Process Consultation, Reading, Mass: Addison-Wesley, 1969.
Consultation Model 1

Weitere ähnliche Inhalte

Was ist angesagt?

Kotter's 8 step change model
Kotter's 8 step change modelKotter's 8 step change model
Kotter's 8 step change modelSeta Wicaksana
 
Organization transformation ppt
Organization transformation pptOrganization transformation ppt
Organization transformation pptpinkuuu
 
Organizational development
Organizational developmentOrganizational development
Organizational developmentRadhaDeosthalee
 
Interpersonal and group process interventions
Interpersonal and group process interventionsInterpersonal and group process interventions
Interpersonal and group process interventionsgaurav jain
 
Organizational diagnosis ppt
Organizational diagnosis pptOrganizational diagnosis ppt
Organizational diagnosis pptNandu Warrier
 
MANAGEMENT CONSULTING 101 part 1
MANAGEMENT CONSULTING 101 part 1MANAGEMENT CONSULTING 101 part 1
MANAGEMENT CONSULTING 101 part 1Ahmad Faisal
 
History of Organizational Development - Organizational Change and Developmen...
History of Organizational Development -  Organizational Change and Developmen...History of Organizational Development -  Organizational Change and Developmen...
History of Organizational Development - Organizational Change and Developmen...manumelwin
 
SHRM Strategic HR
SHRM Strategic HRSHRM Strategic HR
SHRM Strategic HRjohnspen
 
How to be a consultant and run a successful assignment
How to be a consultant and run a successful assignmentHow to be a consultant and run a successful assignment
How to be a consultant and run a successful assignment1STOUTSOURCE LTD
 
Lecture3 planned change
Lecture3 planned changeLecture3 planned change
Lecture3 planned changeling selanoba
 
EMPLOYEE DEVELOPMENT
EMPLOYEE DEVELOPMENTEMPLOYEE DEVELOPMENT
EMPLOYEE DEVELOPMENTSiti Rizki
 
organisational development ppt
organisational development pptorganisational development ppt
organisational development pptkohlisudeep18
 
Organizational Change and Development - Module 2 - MG University - Manu Melwi...
Organizational Change and Development - Module 2 - MG University - Manu Melwi...Organizational Change and Development - Module 2 - MG University - Manu Melwi...
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
 
Techno structural interventions
Techno structural interventionsTechno structural interventions
Techno structural interventionssalman-fuu
 
Structural intervention
Structural intervention Structural intervention
Structural intervention Bhumika Garg
 

Was ist angesagt? (20)

Kotter's 8 step change model
Kotter's 8 step change modelKotter's 8 step change model
Kotter's 8 step change model
 
Organization transformation ppt
Organization transformation pptOrganization transformation ppt
Organization transformation ppt
 
Organizational development
Organizational developmentOrganizational development
Organizational development
 
Interpersonal and group process interventions
Interpersonal and group process interventionsInterpersonal and group process interventions
Interpersonal and group process interventions
 
Organizational diagnosis ppt
Organizational diagnosis pptOrganizational diagnosis ppt
Organizational diagnosis ppt
 
Organizational Change Models
Organizational Change ModelsOrganizational Change Models
Organizational Change Models
 
MANAGEMENT CONSULTING 101 part 1
MANAGEMENT CONSULTING 101 part 1MANAGEMENT CONSULTING 101 part 1
MANAGEMENT CONSULTING 101 part 1
 
History of Organizational Development - Organizational Change and Developmen...
History of Organizational Development -  Organizational Change and Developmen...History of Organizational Development -  Organizational Change and Developmen...
History of Organizational Development - Organizational Change and Developmen...
 
Change Agent ppt
Change Agent pptChange Agent ppt
Change Agent ppt
 
Succession planning ppt
Succession planning pptSuccession planning ppt
Succession planning ppt
 
SHRM Strategic HR
SHRM Strategic HRSHRM Strategic HR
SHRM Strategic HR
 
How to be a consultant and run a successful assignment
How to be a consultant and run a successful assignmentHow to be a consultant and run a successful assignment
How to be a consultant and run a successful assignment
 
Lecture3 planned change
Lecture3 planned changeLecture3 planned change
Lecture3 planned change
 
EMPLOYEE DEVELOPMENT
EMPLOYEE DEVELOPMENTEMPLOYEE DEVELOPMENT
EMPLOYEE DEVELOPMENT
 
Change management PMI
Change management PMIChange management PMI
Change management PMI
 
organisational development ppt
organisational development pptorganisational development ppt
organisational development ppt
 
Od unit 3 interventions
Od    unit 3 interventionsOd    unit 3 interventions
Od unit 3 interventions
 
Organizational Change and Development - Module 2 - MG University - Manu Melwi...
Organizational Change and Development - Module 2 - MG University - Manu Melwi...Organizational Change and Development - Module 2 - MG University - Manu Melwi...
Organizational Change and Development - Module 2 - MG University - Manu Melwi...
 
Techno structural interventions
Techno structural interventionsTechno structural interventions
Techno structural interventions
 
Structural intervention
Structural intervention Structural intervention
Structural intervention
 

Andere mochten auch

Business model canvas 2013
Business model canvas 2013 Business model canvas 2013
Business model canvas 2013 Serdar Temiz
 
Five in Five Presentation Style
Five in Five Presentation StyleFive in Five Presentation Style
Five in Five Presentation StylePeter Thomson
 
Introduction To Consulting Slides
Introduction To Consulting SlidesIntroduction To Consulting Slides
Introduction To Consulting SlidesJoe O'Mahoney
 
Consulting: the engagement lifecycle & core consultancy skills
Consulting: the engagement lifecycle & core consultancy skillsConsulting: the engagement lifecycle & core consultancy skills
Consulting: the engagement lifecycle & core consultancy skillsFirewerks
 
Slide guide for consulting-style presentations
Slide guide for consulting-style presentationsSlide guide for consulting-style presentations
Slide guide for consulting-style presentationsreallygoodppts
 
Transforming Customer Experience: From Moments to Journeys
Transforming Customer Experience: From Moments to JourneysTransforming Customer Experience: From Moments to Journeys
Transforming Customer Experience: From Moments to JourneysMcKinsey on Marketing & Sales
 
Mckinsey presentation template
Mckinsey presentation templateMckinsey presentation template
Mckinsey presentation templatetriphos
 

Andere mochten auch (8)

Business model/Modelo de negocios
Business model/Modelo de negociosBusiness model/Modelo de negocios
Business model/Modelo de negocios
 
Business model canvas 2013
Business model canvas 2013 Business model canvas 2013
Business model canvas 2013
 
Five in Five Presentation Style
Five in Five Presentation StyleFive in Five Presentation Style
Five in Five Presentation Style
 
Introduction To Consulting Slides
Introduction To Consulting SlidesIntroduction To Consulting Slides
Introduction To Consulting Slides
 
Consulting: the engagement lifecycle & core consultancy skills
Consulting: the engagement lifecycle & core consultancy skillsConsulting: the engagement lifecycle & core consultancy skills
Consulting: the engagement lifecycle & core consultancy skills
 
Slide guide for consulting-style presentations
Slide guide for consulting-style presentationsSlide guide for consulting-style presentations
Slide guide for consulting-style presentations
 
Transforming Customer Experience: From Moments to Journeys
Transforming Customer Experience: From Moments to JourneysTransforming Customer Experience: From Moments to Journeys
Transforming Customer Experience: From Moments to Journeys
 
Mckinsey presentation template
Mckinsey presentation templateMckinsey presentation template
Mckinsey presentation template
 

Ähnlich wie Consultation Model 1

A better approach to consulting value
A better approach to consulting valueA better approach to consulting value
A better approach to consulting valuemalcfollos
 
process-of-counseling.pptx
process-of-counseling.pptxprocess-of-counseling.pptx
process-of-counseling.pptxArnelDeQuiros3
 
GROUP TWO- NUTRTION GUIDANCE AND COUNSELLING PPT (DIRECTIVE COUNSELLING PPT)....
GROUP TWO- NUTRTION GUIDANCE AND COUNSELLING PPT (DIRECTIVE COUNSELLING PPT)....GROUP TWO- NUTRTION GUIDANCE AND COUNSELLING PPT (DIRECTIVE COUNSELLING PPT)....
GROUP TWO- NUTRTION GUIDANCE AND COUNSELLING PPT (DIRECTIVE COUNSELLING PPT)....yakemichael
 
Principles of counceliing techniques
Principles of counceliing techniques Principles of counceliing techniques
Principles of counceliing techniques Esther Mary Mathew
 
Countertransference In Counseling
Countertransference In CounselingCountertransference In Counseling
Countertransference In CounselingValerie Lohkamp
 
Issues in c c relationships
Issues in c c relationshipsIssues in c c relationships
Issues in c c relationshipsHeena Gundeep
 
Process Consultation and team building
Process Consultation and team buildingProcess Consultation and team building
Process Consultation and team buildingVaibhav Vyas
 
Please review the following listening These are some ideas.docx
Please review the following listening These are some ideas.docxPlease review the following listening These are some ideas.docx
Please review the following listening These are some ideas.docx4934bk
 
Please review the following listening These are some ideas.docx
Please review the following listening These are some ideas.docxPlease review the following listening These are some ideas.docx
Please review the following listening These are some ideas.docx4934bk
 
A helping hand: The benefits of consultants to SMEs
A helping hand: The benefits of consultants to SMEsA helping hand: The benefits of consultants to SMEs
A helping hand: The benefits of consultants to SMEsJames Baker
 
Counseling ppt
Counseling pptCounseling ppt
Counseling pptANJU A
 
Basics of counseling and guidance
Basics of counseling and guidance Basics of counseling and guidance
Basics of counseling and guidance RajiEswari12
 
solution side and the problem side of the project eventually r.docx
solution side and the problem side of the project eventually r.docxsolution side and the problem side of the project eventually r.docx
solution side and the problem side of the project eventually r.docxwhitneyleman54422
 
Jan Keller Speaker Pack LinkedIn
Jan Keller Speaker Pack  LinkedInJan Keller Speaker Pack  LinkedIn
Jan Keller Speaker Pack LinkedInJan Keller
 
guidance and counselling by Priyadarshinee Pradhan
 guidance and counselling by Priyadarshinee Pradhan guidance and counselling by Priyadarshinee Pradhan
guidance and counselling by Priyadarshinee PradhanPriya Das
 
The process of counseling
The process of counselingThe process of counseling
The process of counselingMahnoor Mirza
 
Question 4 lesson 2 ass 9 ca
Question 4 lesson 2 ass 9 caQuestion 4 lesson 2 ass 9 ca
Question 4 lesson 2 ass 9 caBluecare
 
Article consulting skills
Article consulting skillsArticle consulting skills
Article consulting skillsGracejay10
 

Ähnlich wie Consultation Model 1 (20)

A better approach to consulting value
A better approach to consulting valueA better approach to consulting value
A better approach to consulting value
 
process-of-counseling.pptx
process-of-counseling.pptxprocess-of-counseling.pptx
process-of-counseling.pptx
 
GROUP TWO- NUTRTION GUIDANCE AND COUNSELLING PPT (DIRECTIVE COUNSELLING PPT)....
GROUP TWO- NUTRTION GUIDANCE AND COUNSELLING PPT (DIRECTIVE COUNSELLING PPT)....GROUP TWO- NUTRTION GUIDANCE AND COUNSELLING PPT (DIRECTIVE COUNSELLING PPT)....
GROUP TWO- NUTRTION GUIDANCE AND COUNSELLING PPT (DIRECTIVE COUNSELLING PPT)....
 
Principles of counceliing techniques
Principles of counceliing techniques Principles of counceliing techniques
Principles of counceliing techniques
 
Countertransference In Counseling
Countertransference In CounselingCountertransference In Counseling
Countertransference In Counseling
 
Issues in c c relationships
Issues in c c relationshipsIssues in c c relationships
Issues in c c relationships
 
Process Consultation and team building
Process Consultation and team buildingProcess Consultation and team building
Process Consultation and team building
 
Please review the following listening These are some ideas.docx
Please review the following listening These are some ideas.docxPlease review the following listening These are some ideas.docx
Please review the following listening These are some ideas.docx
 
Please review the following listening These are some ideas.docx
Please review the following listening These are some ideas.docxPlease review the following listening These are some ideas.docx
Please review the following listening These are some ideas.docx
 
A helping hand: The benefits of consultants to SMEs
A helping hand: The benefits of consultants to SMEsA helping hand: The benefits of consultants to SMEs
A helping hand: The benefits of consultants to SMEs
 
Final Report.ppt
Final Report.pptFinal Report.ppt
Final Report.ppt
 
Counseling ppt
Counseling pptCounseling ppt
Counseling ppt
 
Basics of counseling and guidance
Basics of counseling and guidance Basics of counseling and guidance
Basics of counseling and guidance
 
solution side and the problem side of the project eventually r.docx
solution side and the problem side of the project eventually r.docxsolution side and the problem side of the project eventually r.docx
solution side and the problem side of the project eventually r.docx
 
Jan Keller Speaker Pack LinkedIn
Jan Keller Speaker Pack  LinkedInJan Keller Speaker Pack  LinkedIn
Jan Keller Speaker Pack LinkedIn
 
guidance and counselling by Priyadarshinee Pradhan
 guidance and counselling by Priyadarshinee Pradhan guidance and counselling by Priyadarshinee Pradhan
guidance and counselling by Priyadarshinee Pradhan
 
The process of counseling
The process of counselingThe process of counseling
The process of counseling
 
Question 4 lesson 2 ass 9 ca
Question 4 lesson 2 ass 9 caQuestion 4 lesson 2 ass 9 ca
Question 4 lesson 2 ass 9 ca
 
Couseling process
Couseling process Couseling process
Couseling process
 
Article consulting skills
Article consulting skillsArticle consulting skills
Article consulting skills
 

Mehr von Mokgwane Eutlwetse Sparks (7)

Refractory Asthma
Refractory AsthmaRefractory Asthma
Refractory Asthma
 
Respiratory Distress in The Newborn
Respiratory Distress in The NewbornRespiratory Distress in The Newborn
Respiratory Distress in The Newborn
 
Infective Endocarditis
Infective EndocarditisInfective Endocarditis
Infective Endocarditis
 
Consultation Models 2
Consultation Models 2Consultation Models 2
Consultation Models 2
 
Encopresis
EncopresisEncopresis
Encopresis
 
Cerebrospinal Fluid Interpretation
Cerebrospinal Fluid InterpretationCerebrospinal Fluid Interpretation
Cerebrospinal Fluid Interpretation
 
Chronic renal failure, surgical management
Chronic renal failure, surgical managementChronic renal failure, surgical management
Chronic renal failure, surgical management
 

Kürzlich hochgeladen

SGK RỐI LOẠN KALI MÁU CỰC KỲ QUAN TRỌNG.pdf
SGK RỐI LOẠN KALI MÁU CỰC KỲ QUAN TRỌNG.pdfSGK RỐI LOẠN KALI MÁU CỰC KỲ QUAN TRỌNG.pdf
SGK RỐI LOẠN KALI MÁU CỰC KỲ QUAN TRỌNG.pdfHongBiThi1
 
Unit I herbs as raw materials, biodynamic agriculture.ppt
Unit I herbs as raw materials, biodynamic agriculture.pptUnit I herbs as raw materials, biodynamic agriculture.ppt
Unit I herbs as raw materials, biodynamic agriculture.pptPradnya Wadekar
 
AUTONOMIC NERVOUS SYSTEM organization and functions
AUTONOMIC NERVOUS SYSTEM organization and functionsAUTONOMIC NERVOUS SYSTEM organization and functions
AUTONOMIC NERVOUS SYSTEM organization and functionsMedicoseAcademics
 
ANATOMICAL FAETURES OF BONES FOR NURSING STUDENTS .pptx
ANATOMICAL FAETURES OF BONES  FOR NURSING STUDENTS .pptxANATOMICAL FAETURES OF BONES  FOR NURSING STUDENTS .pptx
ANATOMICAL FAETURES OF BONES FOR NURSING STUDENTS .pptxWINCY THIRUMURUGAN
 
AORTIC DISSECTION and management of aortic dissection
AORTIC DISSECTION and management of aortic dissectionAORTIC DISSECTION and management of aortic dissection
AORTIC DISSECTION and management of aortic dissectiondrhanifmohdali
 
blood bank management system project report
blood bank management system project reportblood bank management system project report
blood bank management system project reportNARMADAPETROLEUMGAS
 
power point presentation of Clinical evaluation of strabismus
power point presentation of Clinical evaluation  of strabismuspower point presentation of Clinical evaluation  of strabismus
power point presentation of Clinical evaluation of strabismusChandrasekar Reddy
 
FDMA FLAP - The first dorsal metacarpal artery (FDMA) flap is used mainly for...
FDMA FLAP - The first dorsal metacarpal artery (FDMA) flap is used mainly for...FDMA FLAP - The first dorsal metacarpal artery (FDMA) flap is used mainly for...
FDMA FLAP - The first dorsal metacarpal artery (FDMA) flap is used mainly for...Shubhanshu Gaurav
 
Basic structure of hair and hair growth cycle.pptx
Basic structure of hair and hair growth cycle.pptxBasic structure of hair and hair growth cycle.pptx
Basic structure of hair and hair growth cycle.pptxkomalt2001
 
BENIGN BREAST DISEASE
BENIGN BREAST DISEASE BENIGN BREAST DISEASE
BENIGN BREAST DISEASE Mamatha Lakka
 
Male Infertility, Antioxidants and Beyond
Male Infertility, Antioxidants and BeyondMale Infertility, Antioxidants and Beyond
Male Infertility, Antioxidants and BeyondSujoy Dasgupta
 
Role of Soap based and synthetic or syndets bar
Role of  Soap based and synthetic or syndets barRole of  Soap based and synthetic or syndets bar
Role of Soap based and synthetic or syndets barmohitRahangdale
 
Bulimia nervosa ( Eating Disorders) Mental Health Nursing.
Bulimia nervosa ( Eating Disorders) Mental Health Nursing.Bulimia nervosa ( Eating Disorders) Mental Health Nursing.
Bulimia nervosa ( Eating Disorders) Mental Health Nursing.aarjukhadka22
 
Mental health Team. Dr Senthil Thirusangu
Mental health Team. Dr Senthil ThirusanguMental health Team. Dr Senthil Thirusangu
Mental health Team. Dr Senthil Thirusangu Medical University
 
ORAL HYPOGLYCAEMIC AGENTS - PART 2.pptx
ORAL HYPOGLYCAEMIC AGENTS  - PART 2.pptxORAL HYPOGLYCAEMIC AGENTS  - PART 2.pptx
ORAL HYPOGLYCAEMIC AGENTS - PART 2.pptxNIKITA BHUTE
 
SGK LEUKEMIA KINH DÒNG BẠCH CÂU HẠT HAY.pdf
SGK LEUKEMIA KINH DÒNG BẠCH CÂU HẠT HAY.pdfSGK LEUKEMIA KINH DÒNG BẠCH CÂU HẠT HAY.pdf
SGK LEUKEMIA KINH DÒNG BẠCH CÂU HẠT HAY.pdfHongBiThi1
 
MedMatch: Your Health, Our Mission. Pitch deck.
MedMatch: Your Health, Our Mission. Pitch deck.MedMatch: Your Health, Our Mission. Pitch deck.
MedMatch: Your Health, Our Mission. Pitch deck.whalesdesign
 
Breast cancer -ONCO IN MEDICAL AND SURGICAL NURSING.pptx
Breast cancer -ONCO IN MEDICAL AND SURGICAL NURSING.pptxBreast cancer -ONCO IN MEDICAL AND SURGICAL NURSING.pptx
Breast cancer -ONCO IN MEDICAL AND SURGICAL NURSING.pptxNaveenkumar267201
 

Kürzlich hochgeladen (20)

SGK RỐI LOẠN KALI MÁU CỰC KỲ QUAN TRỌNG.pdf
SGK RỐI LOẠN KALI MÁU CỰC KỲ QUAN TRỌNG.pdfSGK RỐI LOẠN KALI MÁU CỰC KỲ QUAN TRỌNG.pdf
SGK RỐI LOẠN KALI MÁU CỰC KỲ QUAN TRỌNG.pdf
 
Immune labs basics part 1 acute phase reactants ESR, CRP Ahmed Yehia Ismaeel,...
Immune labs basics part 1 acute phase reactants ESR, CRP Ahmed Yehia Ismaeel,...Immune labs basics part 1 acute phase reactants ESR, CRP Ahmed Yehia Ismaeel,...
Immune labs basics part 1 acute phase reactants ESR, CRP Ahmed Yehia Ismaeel,...
 
Unit I herbs as raw materials, biodynamic agriculture.ppt
Unit I herbs as raw materials, biodynamic agriculture.pptUnit I herbs as raw materials, biodynamic agriculture.ppt
Unit I herbs as raw materials, biodynamic agriculture.ppt
 
AUTONOMIC NERVOUS SYSTEM organization and functions
AUTONOMIC NERVOUS SYSTEM organization and functionsAUTONOMIC NERVOUS SYSTEM organization and functions
AUTONOMIC NERVOUS SYSTEM organization and functions
 
ANATOMICAL FAETURES OF BONES FOR NURSING STUDENTS .pptx
ANATOMICAL FAETURES OF BONES  FOR NURSING STUDENTS .pptxANATOMICAL FAETURES OF BONES  FOR NURSING STUDENTS .pptx
ANATOMICAL FAETURES OF BONES FOR NURSING STUDENTS .pptx
 
Rheumatoid arthritis Part 1, case based approach with application of the late...
Rheumatoid arthritis Part 1, case based approach with application of the late...Rheumatoid arthritis Part 1, case based approach with application of the late...
Rheumatoid arthritis Part 1, case based approach with application of the late...
 
AORTIC DISSECTION and management of aortic dissection
AORTIC DISSECTION and management of aortic dissectionAORTIC DISSECTION and management of aortic dissection
AORTIC DISSECTION and management of aortic dissection
 
blood bank management system project report
blood bank management system project reportblood bank management system project report
blood bank management system project report
 
power point presentation of Clinical evaluation of strabismus
power point presentation of Clinical evaluation  of strabismuspower point presentation of Clinical evaluation  of strabismus
power point presentation of Clinical evaluation of strabismus
 
FDMA FLAP - The first dorsal metacarpal artery (FDMA) flap is used mainly for...
FDMA FLAP - The first dorsal metacarpal artery (FDMA) flap is used mainly for...FDMA FLAP - The first dorsal metacarpal artery (FDMA) flap is used mainly for...
FDMA FLAP - The first dorsal metacarpal artery (FDMA) flap is used mainly for...
 
Basic structure of hair and hair growth cycle.pptx
Basic structure of hair and hair growth cycle.pptxBasic structure of hair and hair growth cycle.pptx
Basic structure of hair and hair growth cycle.pptx
 
BENIGN BREAST DISEASE
BENIGN BREAST DISEASE BENIGN BREAST DISEASE
BENIGN BREAST DISEASE
 
Male Infertility, Antioxidants and Beyond
Male Infertility, Antioxidants and BeyondMale Infertility, Antioxidants and Beyond
Male Infertility, Antioxidants and Beyond
 
Role of Soap based and synthetic or syndets bar
Role of  Soap based and synthetic or syndets barRole of  Soap based and synthetic or syndets bar
Role of Soap based and synthetic or syndets bar
 
Bulimia nervosa ( Eating Disorders) Mental Health Nursing.
Bulimia nervosa ( Eating Disorders) Mental Health Nursing.Bulimia nervosa ( Eating Disorders) Mental Health Nursing.
Bulimia nervosa ( Eating Disorders) Mental Health Nursing.
 
Mental health Team. Dr Senthil Thirusangu
Mental health Team. Dr Senthil ThirusanguMental health Team. Dr Senthil Thirusangu
Mental health Team. Dr Senthil Thirusangu
 
ORAL HYPOGLYCAEMIC AGENTS - PART 2.pptx
ORAL HYPOGLYCAEMIC AGENTS  - PART 2.pptxORAL HYPOGLYCAEMIC AGENTS  - PART 2.pptx
ORAL HYPOGLYCAEMIC AGENTS - PART 2.pptx
 
SGK LEUKEMIA KINH DÒNG BẠCH CÂU HẠT HAY.pdf
SGK LEUKEMIA KINH DÒNG BẠCH CÂU HẠT HAY.pdfSGK LEUKEMIA KINH DÒNG BẠCH CÂU HẠT HAY.pdf
SGK LEUKEMIA KINH DÒNG BẠCH CÂU HẠT HAY.pdf
 
MedMatch: Your Health, Our Mission. Pitch deck.
MedMatch: Your Health, Our Mission. Pitch deck.MedMatch: Your Health, Our Mission. Pitch deck.
MedMatch: Your Health, Our Mission. Pitch deck.
 
Breast cancer -ONCO IN MEDICAL AND SURGICAL NURSING.pptx
Breast cancer -ONCO IN MEDICAL AND SURGICAL NURSING.pptxBreast cancer -ONCO IN MEDICAL AND SURGICAL NURSING.pptx
Breast cancer -ONCO IN MEDICAL AND SURGICAL NURSING.pptx
 

Consultation Model 1

  • 1. CONSULTATIONCONSULTATION MOKGWANE S. E.MOKGWANE S. E. DOCTOR IN TRAININGDOCTOR IN TRAINING UWI, NASSAU CAMPUSUWI, NASSAU CAMPUS
  • 2. PROTOCOLPROTOCOL • INTRODUCTION • MODELS OF CONSULTATION • SUMMARY • REFFERENCE
  • 4. INTRODUCTIONINTRODUCTION • Edgar H. Schein developed the concept of process consultation and wrote a book about its in various client relationships after 15 years of experience in organization and management development consulting. • He combines a research and teaching interests in adult socialization and career development with his applied interests in helping organizations to be more effective in accomplishing their tasks with and through people. • He a former Professor at the MIT Sloan School of Management.
  • 5. MODELS OF CONSULTATIONMODELS OF CONSULTATION  THE EXPERT MODEL  THE DOCTOR-PATIENT MODEL  PROCESS CONSULTATION
  • 7. THE EXPERT MODELTHE EXPERT MODEL The expert (or telling and selling) model of consultation assumes that the client purchases from the consultant some information or expert service that she is unable to provide for herself.  The buyer, usually an individual manager or representative of some group in the organization, defines a need and concludes that the organization has neither the resources nor the time to fulfill that need. She will then look to a consultant to provide the information or the service.  The client expects expert help and expects to pay for it but do not get involved in the process of consultation itself.
  • 8. THE EXPERT MODELTHE EXPERT MODEL  The extreme pure model is the television repairman or auto mechanic. Other examples:  Purchase of a market research;  The hiring of a consultant to develop a computer program for a given problem;  The hiring of a lawyer to determine whether a given course of action will run into difficulty or not.  The essence of the message from the client to the consultant is “here is the problem, bring me back an answer and tell me how much it will cost.”  Psychologically, the essence of this relationship is that the client gives away the problem temporarily to the helper, which permits the client to relax, secure in the knowledge that an expert has taken it on and will come up with a solution.  This model is, almost by definition, totally content oriented.
  • 9. THE EXPERT MODEL-THE EXPERT MODEL- ASSUMPTIONSASSUMPTIONS  Whether or not the manager has correctly diagnosed his own needs  Whether or not he has correctly communicated those needs to the consultant  Whether or not he has accurately assessed the capabilities of the consultant to provide the information or the service  Whether or not he has thought through the consequences of having the consultant gather such information or the consequences of implementing the changes that the information implies or that may be recommended by the consultant  Whether or not there is an external reality than can be objectively studied and reduced to knowledge that will be of use to the client
  • 10. THE EXPERT MODELTHE EXPERT MODEL  The frequent dissatisfaction with consultants and the low rate of implementation of their recommendations can easily be explained when one considers how many of the above assumptions have to be met for the purchase model to work effectively.  It should also be noted that in this model the client gives away power.  The consultant is commissioned or empowered to seek out and provide relevant information or expertise on behalf of the client; but once the assignment has been given, the client becomes dependent on what the consultant comes up with.  Much of the resistance to the consultant at the later stages may result from this initial dependency and the discomfort it may arouse consciously in the client.
  • 11. THE EXPERT MODEL-NOTICETHE EXPERT MODEL-NOTICE  This model of consultation is appropriate when clients have; I. Diagnosed their needs correctly; II. Correctly identified consultant capabilities; III. Done a good job of communicating what the problem they are actually trying to solve; IV. Thought through the consequences of the help they have sought.  This model is “client intensive” in that it puts a tremendous load on the client to do things correctly if the problem is to be solved.  If the problems are complex and difficult to diagnose, it is highly likely that this model will not prove helpful.
  • 13. THE DOCTOR-PATIENT MODELTHE DOCTOR-PATIENT MODEL  The core of this model is that the client experiences some symptoms that something is wrong but does not have a clue as to how to go about figuring out what is wrong or how to fix it.  The diagnostic process itself is delegated completely to the consultant along with obligation to come up with a remedy.  The client becomes totally dependent upon the consultant until such a time as the consultant makes a prescription, unless the consultant engages the client in becoming more active on his or her own behalf.  A manager may detect symptoms of ill health, such as dropping sales, high numbers of customer complaints, or quality problems, but may not know how to make a diagnosis of what is causing the problems.
  • 14. THE DOCTOR-PATIENT MODEL:THE DOCTOR-PATIENT MODEL: ASSUMPTIONSASSUMPTIONS  That the client has correctly interpreted the symptoms and the sick “area.”  That the client can trust the diagnostic information that is provided by the consultant.  That the “sick” person or group will reveal the correct information necessary to arrive at a diagnosis and cure, i.e., will trust the doctor enough to “level” with him or her.  That the client has thought the consequences, i.e., is willing to accept and implement whatever prescription is given.  The patient/client will be able to remain healthy after he doctor/ consultant leaves.
  • 15. THE DOCTOR-PATIENT MODEL:THE DOCTOR-PATIENT MODEL: NOTICENOTICE  This model puts even more power into the hands of the consultant in that she diagnoses, prescribes, and administers the cure.  The client not only abdicates responsibility for making his own diagnosis and thereby makes himself even more dependent on the consultant, but assumes, in addition, that an outside consultant can come into the situation, identify problems, and remedy them.  This model is of obvious appeal to consultants because it empowers them and endows them with X-ray vision.
  • 16. THE DOCTOR-PATIENT MODEL:THE DOCTOR-PATIENT MODEL: NOTICENOTICE  Providing expert diagnoses and prescribing remedial courses of action justify the high fees that consultants can command and make very visible and concrete the nature of the help that they claim to provide.  In this model the report, the presentation of findings, and the recommendations take on special importance in identifying what the consultant does.  For many consultants this is the essence of what they do, and they feel that they have not done their job until they have made a thorough analysis and diagnosis leading to a specific written recommendation.
  • 18. PROCESS CONSULTATIONPROCESS CONSULTATION Process Consultation (PC) is the creation of a relationship with the client that permits the client to perceive, understand and act on the process events that occur in the client’s internal and external environment in order to improve the situation as defined by the client. *Edgar H. Schien. Process Consultation Revisited – Building the Helping Relationship. 1999, Addison-Wesley Publishing, Inc.
  • 19. PROCESS CONSULTATION- FOCUSPROCESS CONSULTATION- FOCUS • The focus of PC is to build a relationship with your client and help them figure out what to do: 1. Build a Relationship  Permit the consultant and client to deal with reality  Remove the consultants areas of ignorance  Acknowledge the consultant’s behavior as being always an intervention  All of the above in the service of giving the client(s) insight into what is going on around them. 2. Help the client figure out what they should do about the situation  Clients must be helped to remain proactive  Clients must own the problems (“monkey always remains on the client’s back,” )  Clients know the true complexity of their situation and they know what will work in the culture where they live
  • 20. PROCESS CONSULTATION- KEYPROCESS CONSULTATION- KEY ASSUMPTIOSASSUMPTIOS 1. That the nature of the problem is such that the client not only needs help in making an initial diagnosis but would benefit from participation in the process of making that diagnosis. 2. That the client has the constructive intent and some problem solving ability. 3. That the client is ultimately the only one who knows what form of solution or interpretation will work in his or he own situation. 4. That if the client selects and implements his or her own solution, the client’s problem- solving skills for future problems will increase.
  • 21. PROCESS CONSULTATION-PROCESS CONSULTATION- PRINCIPLESPRINCIPLES 1. Always try to be helpful 2. Always stay in touch with the current reality 3. Access your ignorance 4. Everything you do is an intervention 5. It is the client who owns the problem and solution 6. Go with the flow 7. Timing is crucial 8. Be constructively opportunistic with confrontive interventions 9. Everything is data: errors are inevitable – learn from them 10.When in doubt, share the problem
  • 23. PROCESS CONSULTATION-PROCESS CONSULTATION- INTERVENTIONINTERVENTION The above assumptions may not always hold; but when they do, it is essential to approach the helping situation in the PC mode.  Clients often do not know what is really wrong and need help in diagnosing what their problems actually are. But only they “own” the problem.  Clients often do not know what kinds of help consultants can give to them; they need to be helped to know what kinds of help to seek. Clients are not experts on helping theory and practice.  Most clients have a constructive intent to improve things, but they often need help in identifying what to improve and how to improve it.
  • 24. PROCESS CONSULTATION-PROCESS CONSULTATION- INTERVENTIONINTERVENTION  Most organizations can be more effective than they are if their managers and employees learn to diagnose and manage their own strengths and weaknesses. No organizational form is perfect; hence every form of organization will have some weaknesses for which compensatory mechanisms must be found.  Only clients know what will ultimately work in their organizations. Consultants cannot, without exhaustive and time consuming study or actual participation in the client organization, learn enough about the culture of an organization to suggest reliable new courses of action. Therefore, unless remedies are worked out jointly with members of the organization who do know what will and will not work in their culture, such remedies are likely either to be wrong or to be resisted because they come from an outsider.
  • 25. PROCESS CONSULTATION-PROCESS CONSULTATION- INTERVENTIONINTERVENTION  Unless clients learn to see problems for themselves and think through their own remedies, they will be less likely to implement the solution and less likely to learn how to fix such problems should they recur. The process consultation mode can provide alternatives, but decision making about such alternatives must remain in the hands of the client because it is the client, not the consultant, who owns the problem.  The ultimate function of PC is to pass on the skills of how to diagnose and constructively intervene so that clients are more able to continue on their own to improve the organization. In a sense both the expert and doctor-patient (doctor) models are remedial models whereas the PC model is both a remedial and a preventive model. The saying “instead of giving people fish, teach them how to fish” fits this model well.
  • 26. SUMMARYSUMMARY  Each model has its own specific assumptions that need to be comprehended by the clients before any consultation.  The relevance of the process consultation that in all situations that involve personal, group, or organizational components, feelings, values, and cultural elements must be indentified.  Any given consultant inevitably ends up using all three models at different times and with different clients.  It is upon the consultant, therefore, to obtain enough insight into his or her own behavior to know which model he or she is using at any given time and to assess the appropriateness of that model to the situation.  The ideal consultant would be flexible enough to move across the three models.
  • 27. REFERENCEREFERENCE Edgar H. Schien. Process Consultation Revisited – Building the Helping Relationship. 1999, Addison-Wesley Publishing, Inc. Schein, E. H. Process Consultation, Reading, Mass: Addison-Wesley, 1969.