Neither power nor interpersonal skills are of primary importance to the Model Four practitioner. In many instances, the effective Model Four practitioner will be low-keyed. He or she is likely to be hesitant in promoting specific ideas or programs. This type of consultation tends to build on the skills of the practitioner in generating and integrating information. He or she will be knowledgeable about the specific institution and about organizational life in general. The roles he or she is most likely to assume are those of diagnostician, facilitator, trainer, and negotiator.
