Od consulting does not differ from the expert, doctor-patient, nor mechanic models.

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1. 1. CONSULTATIONCONSULTATION MOKGWANE S. E.MOKGWANE S. E. DOCTOR IN TRAININGDOCTOR IN TRAINING UWI, NASSAU CAMPUSUWI, NASSAU CAMPUS
2. 2. PROTOCOLPROTOCOL • INTRODUCTION • MODELS OF CONSULTATION • SUMMARY • REFFERENCE
3. 3. 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.
4. 4. MODELS OF CONSULTATIONMODELS OF CONSULTATION  THE EXPERT MODEL  THE DOCTOR-PATIENT MODEL  PROCESS CONSULTATION
5. 5. 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.
6. 6. 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.
7. 7. 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
8. 8. 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.
9. 9. 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.
10. 10. 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.
11. 11. 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.
12. 12. 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.
13. 13. 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.
14. 14. 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.
15. 15. 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
16. 16. 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.
17. 17. 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
18. 18. 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.
19. 19. 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.
20. 20. 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.
21. 21. 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.
22. 22. 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.

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