i Phase 1 Evaluate the consulting process ii Phase 2 Plan for postconsultation

I phase 1 evaluate the consulting process ii phase 2

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i. Phase 1 Evaluate the consulting process. ii. Phase 2: Plan for postconsultation concerns. iii. Phase 3: Reduce involvement and follow up. iv. Phase 4 Terminate B. Organizational Consultation
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a. Organization consultation involves a professional working either inside or outside of the organization to provide technical, diagnostic/prescriptive, or facilitative assistance to individual or group IURP WKH RUJDQL]DWLRQ WR FKDQJH± PDLQWDLQ± RU HQKDQFH WKH RUJDQL]DWLRQ·V effectiveness (Dougherty, 1995). 1. Key Concepts a. The organization or some part of it is the client. Synergy is the idea that the products are greater than the sum of its parts and is used to explain the complexity of organizations. b. 3URFHVV LV DQ LPSRUWDQW DV FRQWHQW«LQ RWKHU ZRUGV± WKH ZD\ WKDW information and communication occurs within the organization is as important as the structure of the organization. 2. Organizational consultation Process a. Consulcube (Blake & Mouton;ΰ 1976,1983) is a cube with one hundred cells each depicting a relationship between the units of change (clients), the kinds of interventions and the focal issues (problems). The consulcube is used to illustrate the interrelatededness and fundamental principles in organizational strategies. 3. Interventions a. Acceptant based on the feelings of acceptance from the consultant that allows objective view of the problem. b. Catalytic allows the consultee to understand work-ːrelated situations through existing or new information. c. Confrontation interventions leads to the consultees to examine values about problems. d. Prescriptive interventions relies on diagnosis of the problems and providing potential solutions. e. Theories and principle intervention provides the consultee with V\VWHPDWLF DQG HPSLULFDOO\ WHVWHG PHWKRGV WR YLHZ SUREOHPV«PRUH RI D psychoeducational approach. f. Units of change can be a group, an individual, selected groups, organizations, or other social systems. g. Focal Issues i. power/authority issues ii. morale/cohesion iii. norms/standards (rules) iv. goals/objectives v. 6FKHLQ·V 0RGHOV RI 2UJDQL]DWLRQ &RQVXOWDWLRQ ¸'RXJKHUW\± ¹ºº»¼
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h. Purchase of Expertise Model essentially for this model to be successful the consultee knows what the problem is, how to solve it, and who can be of help. The most frequently used approach in this model is the education/training consultation, where the consultees are given information and taught skills. i. Doctor-ːPatient Model in this model the consultee knows that something is wrong, but cannot identify it. The consultant diagnoses the problem and then prescribes a solution. j. Process Model involves the consultant and consultee forming a team to define the problem and explore solutions to the problem. C. Mental Health Consultation a. Mental health consultation is process consulting between professionals to assist in the mental health aspects of work-ːrelated problems that concerns the client or the organization (Dougherty, 1995).
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