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Process Consultation

This document discusses the key aspects of process consultation. It defines process consultation as helping clients perceive, understand, and act on process events in their environment to improve situations as the client defines them. The main points made are: Process consultation is a partnership where the consultant provides techniques and ways of thinking to help solve problems, while the client provides knowledge of their organization. This ensures solutions fit the client's needs. The client owns the problem and determines solutions, while the consultant helps see issues and what needs to be done. Process consultation aims to increase the client's ability to continuously address issues rather than provide temporary fixes.

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jefferson masayes
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37 views2 pages

Process Consultation

This document discusses the key aspects of process consultation. It defines process consultation as helping clients perceive, understand, and act on process events in their environment to improve situations as the client defines them. The main points made are: Process consultation is a partnership where the consultant provides techniques and ways of thinking to help solve problems, while the client provides knowledge of their organization. This ensures solutions fit the client's needs. The client owns the problem and determines solutions, while the consultant helps see issues and what needs to be done. Process consultation aims to increase the client's ability to continuously address issues rather than provide temporary fixes.

Uploaded by

jefferson masayes
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Slides:

1. what is Process Consultation?


“A set of activities on the part of the consultant that help the Client to perceive, understand and act upon the
process events that occur in the client’s environment in order to improve the situation as defined by the
client”. • (Schein,1999)

2. Process Consultation Partnership between client and consultant; 


a) Consultant and client act equal 
b) Client provides knowledge of organization’s nature,business,and issues
c) Consultant provides knowledge of techniques, ways of thinking, and practices that can solve the
problems.
d) Partnership model ensures against false solutions that may be trendy , clever and wholesome. But
are not fully applicable and sufficiently relevant to the particular organizational development issue.

3. Proper maintenance of mutual responsibility 


a) Client owns the problem and determines the solutions. 
b) Consultant helps clients to see issues and finds what needs to be done
c) Process Consultant ensures that a real solution, not an attractive but impermanent fix ,is
obtained

4. Increased capacity for lessons learned 


a) “Masked rider ” consultant -provides a silver bullet may be widely honoured and cheered by all 
b) Ammunition doesn’t last and someone has to be called again. 
c) By providing help that is that’s learning based 
d) PC –ensures increased ability by client to continue to deal with situation.

5. Better fit with current Organizational needs 


a) Sharing of problem diagnosis and resolution leads to shared vision.
b) Expert consultation have a toolkit of best practice methods, 
c) But process consultant ensure that tools which are employed will best fit organization’s needs
and interests.

6. process consultation -Focus


1. Built a relationship

7. process consultation -Focus


2. Help client figure out what they should do about the situation. 

8. PC Intervention •
a) Clients do not know what is really wrong and need help in diagnosing what their problems
actually are. But they ‘’own’’ problem
b) • Clients do not know what kind of help consultants can give them • They need to be helped to
know what kind of help to seek
c) • Clients have constructive intends to improve things • ,but they often need help in identifying
what to help in identifying what to improve and how to improve it.

9. Organization can be effective than they are :


a) If Managers and employees learn to diagnose
b) Manage –strengths and weaknesses
c) No org. Is perfect o Every form of org.-weaknesses
d) Compensatory mechanism must be found.
e) Decision making in hands of clients
f) PC model-Pass on skill
g) Expert model and doctor-patient model – remedial and preventive model.
h) “Instead of giving people fish , teach them how to fish” fits this models well

10. Doctor-Patient Model 

11. Assumptions DPM 


a) Client correctly interpreted symptoms and sick “area” 
b) Client trust diagnostic information –by consultation 
c) “sick” person or group reveal correct information necessary to arrive at a diagnosis and cure i.e
will trust doctor enough to “level” with him/her
d) Client is willing to accept and implement whatever prescription is given.
e) Patient/client will be able to remain healthy after he doctor/consultant leaves.

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