Process Consultation Revisited: Building the Helping Relationship ()

Process Consultation Revisited - Building the Helping Relationship......Page 1
Series Foreword......Page 4
Other Titles in the Organization
Development Series......Page 6
Preface......Page 12
Acknowledgements......Page 14
Contents......Page 16
Part 1: Process Consultation Defined......Page 18
1.0: What is Process Consultation?......Page 20
1.1: Models of Consultation and the Tacit Assumption on Which They Rest......Page 22
1.2: Model 1: The Purchades-of-Information or Expertise Model......Page 24
1.3: Model 2: The Doctor-Patient Model......Page 28
1.4: Model 3: The Process Consultation Model......Page 35
1.5: Summary, Implications and Conclusions......Page 39
1.6: Case Examples......Page 41
1.7: Conclusion: Complexities in 
Defining the Consultant Role......Page 46
2.0: The Psychodynamics of the 
Helping Relationship......Page 48
2.1: The Initial Status Imbalance in 
Helping Relationships......Page 49
2.2: Reactions and Feelings in the Helper......Page 50
2.3: Implicit Role and Status Negotiating......Page 54
2.4: Relationship Building Through Levels of 
Mutual Acceptance......Page 55
2.5: Practical Implications......Page 57
2.6: Summary and Conclusions......Page 58
3.0: Active Inquiry and Listening as 
Status-Equilibrating Processes......Page 60
3.1: Table: Types of active inquiry questions......Page 62
3.2: Constructive Opportunism......Page 66
3.3: Elements of the Choice Process......Page 68
3.4: Sensing Status Equilibrium......Page 71
3.6: Table: 
The Concept of Appreciative Inquiry......Page 74
3.7: Table: 
Metaphors for Change......Page 75
3.8: Summary and Conclusions......Page 77
3.9: Case Example......Page 78
3.10: Exercise: Forms of Inquiry Questions......Page 81
4.0: The Concept of Client......Page 82
4.1: Who? Basic Types of Clients......Page 83
4.2: What? Client Roles by Levels of Problems or Issues......Page 84
4.3: Contact and Intermediate Client Issues......Page 88
4.4: Primary Client Issues......Page 91
4.5: Unwitting and Ultimate Client Issues......Page 93
4.6: Targets of Influence as Clients and the 
Impact of Nonclients......Page 95
4.8: Case Examples......Page 97
4.9: Exercise 1: Who ls the Client?......Page 101
Part II: 
Deciphering Hidden Forces 
and Processes......Page 102
5.0: Intrapsychic Processes: ORJI......Page 104
5.1: The More Realistic ORJI Cycle......Page 110
5.2: How to Avoid Traps......Page 112
5.3: Conclusion......Page 116
5.4: Case Example......Page 117
5.5: Exercise 5.1: Identifying the Traps in One\'s Own ORJI Cycle......Page 118
6.0: Face-to-Face Dynamics: 
Cultural Rules of Interaction 
and Communication......Page 119
6.1: Six Functions of Human Communication......Page 120
6.2: The Role of Language......Page 121
6.3: Cultural Rules of Face-to-Face Interaction......Page 122
6.4: Social Justice: Basic Communication Must Be 
a Fair Exchange......Page 123
6.5: Human Exchange as Drama......Page 125
6.6: The Sacredness of the Person: 
The Dynamics of Face Work......Page 127
6.7: Face Work in Helping Relationships......Page 130
6.8: Cases......Page 132
6.9: Filtering......Page 134
6.10: The Circular Process and Self-Fulfilling Prophecies......Page 137
6.11: Conclusion......Page 138
6.12: Excersise......Page 139
Part III: Intervention in the Service of Learning......Page 140
7.0: Communication and Deliberate Feedback......Page 143
7.1: Figure: The Parts of a Person......Page 145
7.2: Reciprocal and Interactive Communication Effects......Page 146
7.3: Types of Messages in a Two-Person Communication Situation......Page 147
7.4: Deliberate Feedback as a Designed Learning Process......Page 148
7.5: Setting the Stage for Deliberate Feedback......Page 150
7.6: Principles and Guidelines for Deliberate Feedback......Page 151
7.7: Summary and Conclusions......Page 158
7.8: Case study......Page 160
7.9: Exercise 7.1......Page 161
7.10: Exercise 7.2......Page 162
8.0: Facilitative Process Interventions: Task Processes in Groups......Page 163
8.1: What Is Process?......Page 164
8.2: Task Content-Agenda Management......Page 166
8.3: Task Process-Getting the Work Done Effectively......Page 167
8.4: Table: Necessary Functions for Task Fulfillment......Page 169
8.5: Figure: A Model of the Stages of Problem Solving......Page 171
8.6: Cycle 1: Deciding What to Do......Page 172
8.6.1: Producing Proposals for Solution......Page 174
8.6.2: Forecasting Consequences and Testing Proposals......Page 175
8.6.3: Group Decision-Making Methods......Page 176
8.7.1: Taking Action Steps......Page 182
8.8: Summary of Problem Solving and Decision Making......Page 184
8.9: Choosing an Intervention Focus......Page 185
8.10: What about \"Task Structure ?\"......Page 187
8.11: Summary and Conclusion......Page 189
9.0: Faciliative Process Interventions: Interpersonal Process......Page 190
9.1: Emotional Problems in Entering a New Group-The 
Causes of Self-Oriented Behavior......Page 191
9.2.1: Control, Power, Influence......Page 192
9.2.2: Individual Needs and Group Goals......Page 193
9.2.3: Acceptance and Intimacy......Page 194
9.2.4: Types of Coping Responses in New Groups......Page 195
9.2.5: Resolution of Emotional Issues and Moving Toward Work......Page 197
9.3: Group Building and Internal Maintenance Functions......Page 199
9.4: Boundary Management Functions......Page 202
9.5: Group Growth and the Development of
Structure and Culture......Page 204
9.6: Hidden and Undiscussible Agendas......Page 207
9.7: What about Interpersonal Content and Structure?......Page 208
9.8: Group Maturity......Page 211
9.9: Where to Intervene?......Page 212
9.11: Case Study......Page 214
9.12: Exercise 1: Helping a Group to Learn about Itself......Page 215
9.13: Exercise 2: Rating Group Effectiveness......Page 216
9.14: Exercise 3: Silent Observation and Feedback......Page 217
9.15: Exercise 4: Measuring a Group \'s Maturity......Page 218
10.0: Facilitative Process 
Interventions: Dialogue......Page 219
10.1: Dialogue vs. Sensitivity Training......Page 220
10.2: How Does Dialogue Get Started?......Page 224
10.3: Table: The Role of the Convener in the Initiation of a Dialogue Session......Page 225
10.4: Optional Concepts to Introduce Dialogue......Page 226
10.5: Figure: Ways of Talking Together......Page 227
10.7: Group Dynamics......Page 229
10.8: Containment......Page 230
10.9: Task vs. Process: Dialogue about What?......Page 231
10.10: Conclusions and Implications for
Process Consultation......Page 232
10.11: Case Examples......Page 233
10.12: Exercise 1: Quick Exercise in Dialogue......Page 236
Part IV: Process Consultation in Action......Page 237
11.0: Consultation in Action: Entry, 
Settings, Methods, and the Psychological Contract......Page 239
11.1: First Contact and Entry......Page 240
11.2: Defining the Relationship: The Exploratory Meeting......Page 241
11.3: Settings and Methods of Work......Page 244
11.4: The Psychological Contract......Page 253
11.5: Summary and Conclusions......Page 258
12.1: Ten Principles as the Essence of Process Consultation......Page 260
12.2: Can One Develop a Useful Typology of Interventions?......Page 263
12.3: A Concluding Personal Note......Page 265
References......Page 267
Index......Page 271
Back......Page 276