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Process Consultation Revisited: Building the Helping Relationship (Prentice Hall Organizational Development Series)
 
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Process Consultation Revisited: Building the Helping Relationship (Prentice Hall Organizational Development Series) (Paperback)

by Edgar H. Schein (Author)
4.5 out of 5 stars  See all reviews (2 customer reviews)
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Product details

  • Paperback: 256 pages
  • Publisher: Prentice Hall (30 Nov 1998)
  • Language English
  • ISBN-10: 020134596X
  • ISBN-13: 978-0201345964
  • Product Dimensions: 20.3 x 3.3 x 1.8 cm
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (2 customer reviews)
  • Amazon.co.uk Sales Rank: 269,835 in Books (See Bestsellers in Books)

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    #15 in  Books > Business, Finance & Law > Reference & Education > Consultancy & Grants

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Product Description

Product Description

A new member of the renowned PH OD Series! The latest addition to the author’s well-loved set of process consultation books, this new volume builds on the content of the two that precede it while expanding to explore the critical area of the helping relationship. Process Consultation Revisited focuses on the interaction between a consultant and client, and explains how to achieve a healthy helping relationship. Whether the advisor is an OD consultant, therapist, social worker, manager, parent, or friend, the dynamics between advisor and advisee can be difficult to understand and manage. Schein creates a general theory and methodology of helping that will enable a diverse group of readers to navigate the helping process successfully.

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What Do Customers Ultimately Buy After Viewing This Item?

Process Consultation Revisited: Building the Helping Relationship (Prentice Hall Organizational Development Series)
58% buy the item featured on this page:
Process Consultation Revisited: Building the Helping Relationship (Prentice Hall Organizational Development Series) 4.5 out of 5 stars (2)
£47.49
Process Consultation: lessons for Managers and Consultants: v. 2 (Process Consultation)
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Process Consultation: lessons for Managers and Consultants: v. 2 (Process Consultation) 4.7 out of 5 stars (3)
Helping: How to Offer, Give, and Receive Help
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Helping: How to Offer, Give, and Receive Help 5.0 out of 5 stars (2)
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Organization Development: A Jossey-Bass Reader (The JosseyBass Business and Management Reader Series)
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Organization Development: A Jossey-Bass Reader (The JosseyBass Business and Management Reader Series) 4.7 out of 5 stars (3)
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Customer Reviews

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Average Customer Review
4.5 out of 5 stars (2 customer reviews)
 
 
 
 
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7 of 7 people found the following review helpful:
4.0 out of 5 stars A practical book for aspiring consultants of all types., 19 Jan 2002
By A Customer
Edgar Schein is a praticing Managing Consultant, through this and his two preceding books he has developed a practical 'how to' for managers to learn about acting as Consultants to others. This could apply equally to internal or external Consultants.

The theories are laced with examples from his own experience, both good and bad. Its possible to learn from both. Most examples are US based but the underlying learning points would apply equally in the UK and probably elsewhere.

The book should make you think about how you interact in a consulting situation, it is definitely different from the normal managers' role. His 10 rules can be used in many ways.

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1 of 1 people found the following review helpful:
5.0 out of 5 stars A consulting 'must read'..., 19 Mar 2009
By Steve Hearsum (Brighton, UK) - See all my reviews
(REAL NAME)   
Why a 'must have'? Partly because for me Schein frames two of the critical arguments concerning consulting that comes from the perspective of a helping relationship, namely where the emphasis is on the client finding solutions top their own problems.

Firstly, he identifies 3 primary modes of consulting:

- Selling & Telling, or Consultant as Expert i.e. I have the answers and will tell you what to do.
- The Doctor - Patient Model i.e. I will diagnose your problems and then tell you what to do, recommending and maybe even administering the 'cure'.
- Process Consulting i.e. the Consultant is there to help the client to learn how to correctly diagnose their own problems and design appropriate interventions.

Secondly, the emphasis falls not on what the client does, rather how they do it. Philosophically this shifts the balance of power from consultant to client, and is (in my experience at least) far more likely to result in long-term sustainable change.

Yes the examples in the book have a US focus, although I do not think that in this case it matters much, as the approach works as well in the UK as the US. I suspect it would translate into other cultures as well, although with the proviso that you would need to look at the norms of that particular country/society.
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