Consultation

Front 1

3 parts of consultations

Back 1

-the consultant
-the consultee
-the client

Front 2

Remley and Herlihy's two contexts

Back 2

-peer consultation: consulting with an individual
-organizational consultation: consulting with organizations such as businesses, agencies, or schools

Front 3

Two main models

Back 3

Content-Oriented: focuses on the transfer of knowledge or information from consultant to consultee. Consultant is considered the expert and assumes problem-solver role

Process-Oriented: focus on how/who problems are occurring. consultant is a facilitator to help consultee organize and make changes

Front 4

Caplan's Model of Consultation

Back 4

-based on a psychodynamic perspective
-professionals need consultation when there is a deficit in: skills, self-confidence, knowledge, or objectivity
-Loss of objectivity is most frequent
-loss of objectivity = theme interference

Front 5

Caplan's 4 consultation relationships

Back 5

-Client-centered consultation: consultee looking for help about a client
-Consultee-centered: concentrating on consultee's overall processional deficits
-Program-centered: helping with organizational problem
-Consultee-centered administrative: focus on improvement of administrative problem-solving skills

Front 6

Schein's model

Back 6

-emphasizing of group dynamics and organizational communication
-Consultation process known as Organizational Development
-Recommended seven interacting/overlapping steps
-process consultants not experts in the field, but provide expertise in interpersonal processes
-also called purchase or purchase expertise

Front 7

Schein's 7 steps

Back 7

-Initial contact with client organization
-Definition of consultation relationship (formal/psych contracts)
-Selection and setting of method of work
-Data gathering and diagnosis
-Involvement reduction
-Termination

Front 8

Behavioral Model of Consultation

Back 8

-Based on social learning
-uses behavior modification techniques. Well suited for schools, prisons, and hospitals.
-steps:
Identify target behavior
isolate environmental variables supporting target behavior
Develop a plan to change environmental conditions
implement plan
evaluate

Front 9

Training model

Back 9

-IN the form of a workshop
-retreats or in-services, with a clear purpose
-if no specific problem, then the consultant will create a group for the people
-presentation and experiential

Front 10

Systems model

Back 10

-focus on complex interactions and interconnectedness of elements of human organizations. Creating the very environment where they respond
-most often applied framework

Front 11

Kurpius, Fuqua, and Rozeckl's

Back 11

Emphasis on behavioral or structural change through analysis of problem and synthesis of alternatives

Front 12

Atheoretical Problem-Solving Consultation

Back 12

-Emphasis on atheoretical approach, relying on facilitative communication skills and systematic problem solving
-steps: identify problem ->clarify consultee situation ->identify goals and desired outcomes ->develop plan
-strategic planning, development of vision to guide organization

Front 13

Establishing the Consultation relationship

Back 13

3 issues
-Work related focus: not personal issues
-Dual Relationships: combining consultation with supervision or counseling are most common
-Freedom of Choice: peer relationship, so realistically, no power or control is there.

Usually it is short term and focused

Front 14

3 things Consultants should have

Back 14

-Diagnosing
-Evaluating Outcomes
-Understanding organizational culture and change

Front 15

Diagnosing

Back 15

-Data collection: via surveys, questionnaires, interviews
-Discovery process: presenting data collected and empower action taking
-Feedback: plan and results from other organizational members

Front 16

Evaluating Outcomes

Back 16

-Was the desired result achieved?
-integrated with consultation process
-methods and measuring should be decided early in planning

Front 17

Culture-Schein

Back 17

-Pattern of basic assumptions
-invented/developed by a group learning to cope with problems of adaption and integration
-taught to new members as the correct way to think/perceive

Front 18

Culture

Back 18

values, mission, history, physical setting, myths, rites, symbols, etc
-Beer & Spector: culture looks backwards to what worked and may create resistance to change

Front 19

Culture and consulting

Back 19

Should explore aspects of organizational culture and where the problems are created
also, the potential resources for further development

Front 20

Change

Back 20

-Cycles: development, maintenance, decline, and crisis
-Culture of organization influences how they respond to change
-Looking at the culture and change gives consultants a good idea what the options are
-Looking at individuals and the system
-Addressing overall functioning is most useful
-Help the organization change to meet the people's needs, not the other way around

Front 21

Ethics

Back 21

ACA contains 2 subsections for consultation (B.6 and D.2)
-Some issues: values an culture, competence, consultee/client rights, the consulting relationship

Front 22

Values- Ethics and consulting

Back 22

-Consultants values influence their work
-can contribute to conflict at any stage of process
-issues should be addressed asap

Front 23

Culture- Ethics and consulting

Back 23

-Differences should be acknowledged
-consultant should be familiar with the culture to provide the services necessary

Front 24

Competence- Ethics and consulting

Back 24

-Adequate training is required for this
-upkeep is required
-only performing services that one is qualified for
-knowing limitations
-should be sure organization has the needed resources
-no practicing with personal issues would interfere

Front 25

Rights- Ethics and consulting

Back 25

-informed consent
-Confidentiality

-individual is more straightforward than organizational

Front 26

Contracts

Back 26

Can be complicated, shouldn't guarantee an outcome
-should be written, signed, and dated