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26 Cards in this Set
- Front
- Back
3 parts of consultations
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-the consultant
-the consultee -the client |
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Remley and Herlihy's two contexts
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-peer consultation: consulting with an individual
-organizational consultation: consulting with organizations such as businesses, agencies, or schools |
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Two main models
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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 |
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Caplan's Model of Consultation
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-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 |
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Caplan's 4 consultation relationships
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-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 |
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Schein's model
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-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 |
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Schein's 7 steps
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-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 |
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Behavioral Model of Consultation
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-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 |
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Training model
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-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 |
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Systems model
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-focus on complex interactions and interconnectedness of elements of human organizations. Creating the very environment where they respond
-most often applied framework |
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Kurpius, Fuqua, and Rozeckl's
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Emphasis on behavioral or structural change through analysis of problem and synthesis of alternatives
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Atheoretical Problem-Solving Consultation
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-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 |
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Establishing the Consultation relationship
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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 |
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3 things Consultants should have
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-Diagnosing
-Evaluating Outcomes -Understanding organizational culture and change |
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Diagnosing
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-Data collection: via surveys, questionnaires, interviews
-Discovery process: presenting data collected and empower action taking -Feedback: plan and results from other organizational members |
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Evaluating Outcomes
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-Was the desired result achieved?
-integrated with consultation process -methods and measuring should be decided early in planning |
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Culture-Schein
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-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 |
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Culture
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values, mission, history, physical setting, myths, rites, symbols, etc
-Beer & Spector: culture looks backwards to what worked and may create resistance to change |
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Culture and consulting
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Should explore aspects of organizational culture and where the problems are created
also, the potential resources for further development |
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Change
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-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 |
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Ethics
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ACA contains 2 subsections for consultation (B.6 and D.2)
-Some issues: values an culture, competence, consultee/client rights, the consulting relationship |
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Values- Ethics and consulting
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-Consultants values influence their work
-can contribute to conflict at any stage of process -issues should be addressed asap |
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Culture- Ethics and consulting
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-Differences should be acknowledged
-consultant should be familiar with the culture to provide the services necessary |
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Competence- Ethics and consulting
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-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 |
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Rights- Ethics and consulting
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-informed consent
-Confidentiality -individual is more straightforward than organizational |
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Contracts
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Can be complicated, shouldn't guarantee an outcome
-should be written, signed, and dated |