The Consultant‐Trainer Role in Working Directly with a Total Staff<sup>1</sup>

Seashore, Charles N.; Egmond, Elmer Van

doi:10.1111/j.1540-4560.1959.tb01446.x

Journal of Social Issues

1959

DOI: 10.1111/j.1540-4560.1959.tb01446.x

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The Consultant‐Trainer Role in Working Directly with a Total Staff¹

Charles N. Seashore¹,

Elmer Van Egmond²

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“…The type of consultation referred to as consultant-trainee (Seashore & Van Egmond, 1959) appears to have several features which recommend it. In this model, the consultant uses his/her personal and professional resources as a lever to produce change through continuous interaction with the members of the various levels of the organization (Mann, 1973).…”

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Blind men and elephants: A case study of consultation with police

Burkhart

King

1981

J. Community Psychol.

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Although consultation has become an important vehicle for purveying psychological services to social systems, few well-defined conceptual or empirical guidelines sensitive to the multidimensional nature of complex social systems exist to structure intervention efforts. A case study of a consultative intervention with an internally conflicted police department is presented. The process of the intervention clearly illustrated the multidimensional factors sustaining the difficulties. A particular consultative intervention, the consultant-trainee model. was utilized and scemcd to have several features useful in such cases. A prc-post evaluation supported the effectiveness of the intervention and several recommendations for the conduct of effective, ecologically sensitive social system consultation were presented.problems. However, the guidelines illustrated by this case should be useful to consultants who try to work within the multidimensional networks sustaining organizations and their conflicts.

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confidence: 99%

Blind men and elephants: A case study of consultation with police

Burkhart

King

1981

J. Community Psychol.

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Notes on Personal Feedback in Sensitivity Training

Polsky

1971

Sociological Inquiry

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An Autopsy of an Intended OD Project

Boss¹,

McConkie²

1979

Group & Organization Studies

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A series of consultant omissions and errors is traced over the course of a five-month organization development (OD) project that was terminated by top management. Although some positive results were obtained, only the major problems and flaws are examined in detail here. Most of the defects in the OD process could have been avoided had the consultants had a better understanding of the fifteen pitfalls discussed. The primary problems center on diagnosis of the system, the development of client expectations, and effective communication between the consultant group and top managers.

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The Consultant‐Trainer Role in Working Directly with a Total Staff¹

Cited by 4 publications

References 0 publications

Blind men and elephants: A case study of consultation with police

Blind men and elephants: A case study of consultation with police

Notes on Personal Feedback in Sensitivity Training

An Autopsy of an Intended OD Project

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Product

Resources

About

The Consultant‐Trainer Role in Working Directly with a Total Staff1

Cited by 4 publications

References 0 publications

Blind men and elephants: A case study of consultation with police

Blind men and elephants: A case study of consultation with police

Notes on Personal Feedback in Sensitivity Training

An Autopsy of an Intended OD Project

Contact Info

Product

Resources

About

The Consultant‐Trainer Role in Working Directly with a Total Staff¹