Process Consultation: managing the tensions between learning and performing

Abstract

Focusing in 'real time' on a live consultation project with a local professional soccer team, three inter-related issues concerning the external consultant and organisational client system relationship are examined. First, capturing a live process consultation highlights deep, value-laden, emotionally charged interpersonal responses that resonate as the consultant seeks to shape an emergent situation. Second, meaningful general learning and re ective practice insights are abstracted from the documentary evidence recorded in 'real time'. Finally, theoretical insights concerning models of consultation and the tacit assumptions on which they rest is revealed. The central tenet of this article is that consulting activity and the intervention process cannot be separated. The article contributes to the understanding of the inherent tensions between learning and performing that lie at the heart of consultation for both client and practitioner.

Information systems and partnership in multi-agency networks: an action research project in crime reduction

“…Instead, it was resolved to adopt a capacity-building approach, inspired by the process consultation philosophy of Schein, 1995Schein, , 1999. Ellis, Kiely, and Pettigrew (2001) define process consulting as ''a developmental activity. .…”