PROCESS CONSULTATION IN ORGANISATION SUBMITTED BY : GROUP 6 DEVELOPMENT SNEHA DEB (46)

SHARMISTHA SARKHEL (14) PALLABI CHOWDHURY (30) PRAVKSHYA RASTOGI (13) DIPANKAR DUTTA AKSHAY ARCHARYA (60)

PROCESS CONSULTATION
Framework for carrying out helpful relationships by the creation of a

relationships that permits the client to perceive, understand and act on the process events that occur in his or her internal and external environment in order to improve the situation as defined by the client. Edgar Schein
FOCUS : i.

Build a relationship

ii. Help the client figure out what they should do about the situation.
It is more of philosophy than a set of techniques aimed at performing in

helping built relationships . The philosophers ensure that those who are receiving help own their problems, gain the skills and expertise to diagnose them and solve them themselves.
It is both remedial and preventive technique of consultation unlike doctor-

patient and expert models.

ASSUMPTIONS

The client has a problem but does not know its source or how to resolve it.

The client is unsure of what kind of help or consultation is available. The nature of the problem is such that the client would benefit from

involvement in its diagnosis.

The client is motivated by goals that the consultant can accept, and the consultant has some capacity to enter into a helping relationship directed at reaching those goals.

The client ultimately knows what interventions are most applicable. The client is capable of learning how to assess and resolve her or his own

problem.

PRINCIPLES TO GUIDE PC
Always try to be helpful

Always stay in touch with the current reality Access your ignorance All acts are interventions Client owns the problem and the solution Go with the flow Timing is crucial Be constructively opportunistic with confrontive interventions Everything is data; your own errors particularly When in doubt, share the problem

Client double loop or generative learning is most applicable when if neither the problem nor the solution is clearly defined. The consultant has to rely on process consultation until it becomes clear what is going on, what help is needed and how it is best obtained.

WHEN IS PC MODEL APPLICABLE ?

BENEFITS OF PC
Partnership between client and consultant
Proper maintenance of mutual responsibility Increased capacity for lessons learned

Better fit with current organizational goals

Orientation towards ongoing ability and learning More involvement and participation Wider application of techniques and methods Links to mission, vision and values

DISADVANTAGES
Research findings on process consultation are unclear, especially

because the findings relate to task performance. A number of difficulties arise in trying to measure performance improvements as a result of process consultation.
Most process consultation is conducted with groups performing

mental tasks (for example, decision making); the outcomes of such tasks are difficult to evaluate.
Measuring PCs effects occurs because in many cases process

consultation is combined with other interventions in an ongoing OD program. Isolating the impact of process consultation from other interventions is difficult.

PROCESS OF PROCESS CPNSULTATION

CASE STUDY (1)

1.

Efficiency and effectiveness of process consultation in improving staff morale .

Source : School of nursing , Faculty of health science , Mc Master university , Hamilton, Ontario, Canada

Conclusion : Process consultation can alter the staff's perceptions of the characteristics of the work setting, can reverse negative attitudes (alienation), and can create a more positive and supportive working environment (improved working relationship). There is the need to target the type of intervention to managers who have the personal resources to engage in self-evaluation and personal development and thus to participate in the consultative process

CASE STUDY (2)

PROCESS CONSULTATION AT ACTION COMPANY .
Source : Process consultation re-visited : building the H by E.H. Sachein

Conclusion : Until the process consultant understood what the group really was trying to do, he could not focus on right processes and know how to intervene helpfully.