Organizational Consultation: An Appreciative Approach–III. Four Models of Consultation

Organizational Consultation: An Appreciative Approach–III. Four Models of Consultation

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.

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About the Author

William BergquistWilliam Bergquist, Ph.D. An international coach and consultant in the fields of psychology, management and public administration, author of more than 50 books, and president of a psychology institute. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations.

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