One of these schemes, the “STP” model of problem analysis encourages one to place information in one of three categories:
(1) information that defines the situation (S) or current state of the client system being studied
(2) information that clarifies the target (T) or desired future state of this system
(3) information that points to a proposal (P) or plan that will help the client system move from its current situation to the desired target.
A second model, called “TMR”, enables one to study a problem from three different perspectives.
(1) A problem can be studied as a task (T) difficulty. The client system is unable to accomplish its assigned job in a satisfactory manner.
(2) A problem can also be studied with reference to method (M): The client system is unable to adopt a method of operating that will enable it both to accomplish its assigned task and to meet the personal and interpersonal (relationship) needs of its members.
(3) A problem can be considered from a relationship (R) perspective: The client system is unable to function in a manner that is personally and interpersonally gratifying for its participants.
Stage Five: Information Feedback
This stage serves two primary functions. First, the client and/or audience can use the information conveyed to plan more effectively for future action which will solve the convening problem or move the client system toward a specific goal or target. Second, the feedback enables the consultant to test his perception of reality in the client system.
Feedback to Aid Planning
Some consultants (especially those who tend to stop at this stage of consultation) assume that the information feedback in and of itself will promote improvement, or at least change, in the client system. This assumption, in turn, is based on an image of rational man: if he has more information, a person will make better decisions, because it is assumed that information will strengthen perception and clear perceptions are supposed to be the key to solving many if not all problems. Unfortunately, this view does not always hold up, for the accumulation of information can yield power, which may or may not be used rationally or for the common good. Without accompanying clarity regarding the desired outcomes or without a safe place in which to explore alternative options for action, the planning process will lack direction and creativity.
