© 2011 brooks/cole, a division of cengage learning chapter 16 consultation and collaboration you...

© 2011 Brooks/Cole, A Division of Cengage Learning

Chapter 16

Consultation and Collaboration

 You must be the change you wish to see in the world.

Mahatma Gandhi

© 2011 Brooks/Cole, A Division of Cengage Learning

Chapter Objectives

After reading this chapter, you should be able to:        

•Define consultation and collaboration

•Discuss models of consultation

•Talk about roles of consultants

•Explain collaboration

•Outline ways to build teams

•Describe assessment types and instruments

© 2011 Brooks/Cole, A Division of Cengage Learning

Consultation

• A process in which the counselor works with (parent, teacher, administrator) with the goal of positive change in the child

• Voluntary problem-solving process with goals of enhanced services and improved functioning

© 2011 Brooks/Cole, A Division of Cengage Learning

Consultation with Children

Typical tasks involve the following:

• professional development workshops

• assisting teachers

• providing resources

• interpreting information

• consult with other specialists

© 2011 Brooks/Cole, A Division of Cengage Learning

Mental Health Consultation

• Focus on primary prevention and helping professionals as well as others

• Interaction between 2 professionals

• Consultant an expert, diagnoses a problem and provides a solution

© 2011 Brooks/Cole, A Division of Cengage Learning

Mental Health Consultation

• Client-centered case consultation

• Consultee-centered case consultation

• Program-centered administrative consultation

• Consultee-centered administrative consultation

© 2011 Brooks/Cole, A Division of Cengage Learning

Process Consultation

• A skill, interest in how things happen rather than what is done

• Set of activities to help the consultee perceive, understand, and act upon events within one’s environment

• focus on how problems are solved and the system in which they occur

© 2011 Brooks/Cole, A Division of Cengage Learning

Process Consultation

Consultant and consultee examine six areas:

• Communication patterns

• Group member roles

• Group problem solving and decision making

• Group norms and growth

• Leadership and authority

• Intergroup cooperation and competition

© 2011 Brooks/Cole, A Division of Cengage Learning

Behavioral Consultation

• More structured model; application of systems theory and principles of learning to a problem-solving process:

• Problem identification and analysis

• Selection of target behavior

• Behavioral objectives

• Plan, design, implementation

• Evaluate of behavioral change program

© 2011 Brooks/Cole, A Division of Cengage Learning

Cross-Cultural Consultation

Ingraham (2000) suggests

• Support consultee success

• Value multiple perspectives

• Create emotional safety and support

© 2011 Brooks/Cole, A Division of Cengage Learning

Cross-Cultural Consultation

Brown, Pryzwansky and Schulte provide questions to assess

• Hierarchy

• Who should be involved

• What leads to use

• Allowing the right not to participate

© 2011 Brooks/Cole, A Division of Cengage Learning

The Consulting Process

1. Pre-entry

• look at oneself to see if you are right for the task and services to be provided

2. Entry, problem exploration and contracting

• learn about needs, presenting problem, people involved, previous interventions, and expectations of seeker

© 2011 Brooks/Cole, A Division of Cengage Learning

The Consulting Process (Cont.)

3. Diagnosis stage• Information gathering, problem

confirmation, goal setting, and potential interventions

4. Solution searching and intervention selection• avoid favorite paradigm• consider human and structural factors

© 2011 Brooks/Cole, A Division of Cengage Learning

The Consulting Process (Cont.)

5. Evaluation

• Ensures professional effectiveness

• Were goals achieved?

• Did interventions work?

© 2011 Brooks/Cole, A Division of Cengage Learning

The Consulting Process (Cont.)

6. Termination

• Describe what was and was not successful

• Look for areas of improvement

© 2011 Brooks/Cole, A Division of Cengage Learning

Myrick’s approach

1. Identify the problem clearly.

2. Clarify the situation.

3. Determine the desired outcome.

4. Gather any needed information.

5. Develop a plan of action.

6. Evaluate and revise as needed.

© 2011 Brooks/Cole, A Division of Cengage Learning

Consultation Interventions

• Role Shifto changing one’s behavior to elicit

behavior change in another person

• Logical Consequenceso experience natural consequence rather

than punishmento teach rules of society

© 2011 Brooks/Cole, A Division of Cengage Learning

Consultation Interventions

• Listing of Behaviors

• Isolation Techniques

o unacceptable behavior results in removal from group

o quiet place, but not out of sight

o if worse, time out room

© 2011 Brooks/Cole, A Division of Cengage Learning

Collaboration

Friend and Cook (2000) definition:

• A style for direct interaction between 2 co-equal parties voluntarily engaged in shared decisions making process as they work towards a common goal.

© 2011 Brooks/Cole, A Division of Cengage Learning

Collaboration

Five stages of problem solving for collaborative consultation: 1. Coming together

2. Defining a shared vision

3. Developing a plan

4. Taking action

5. Evaluating progress

© 2011 Brooks/Cole, A Division of Cengage Learning

Guidelines on whether to use

collaboration or consultation• Determine how the two services are viewed

by the consumer• Counselor should reflect on their personal

reactions to the two services and comfort with each

• Collaboration may be method if parameters of consultation impossible

• Fundamental to choice is nature of problem, the context in which it occurs and the skills of everyone involved.

© 2011 Brooks/Cole, A Division of Cengage Learning

Reasons for Collaboration

Collaborative efforts may involve nurturing relationships to:

• increase resources

• enhance effectiveness

• decrease fragmentation

• cost efficiency

© 2011 Brooks/Cole, A Division of Cengage Learning

Teaming

• Specialized work purpose

• Have shared goals and are interdependent

• Each team member is aware of the focus, the responsibilities and the pal for accomplishing the task

© 2011 Brooks/Cole, A Division of Cengage Learning

Assessment as an Intervention

• Counselors often use a variety of tools to help understand children

• Some of the more commonly used assessment tools are interviews, case histories and behavioral observations

© 2011 Brooks/Cole, A Division of Cengage Learning

Mental Status Exam

Observations include:1. General appearance, behavior, attitude

2. Speech characteristics and thought process

3. Emotional status and reactions

4. Content of thought

© 2011 Brooks/Cole, A Division of Cengage Learning

Mental Status Exam (Cont.)

Observations include:

5. Orientation and awareness

6. Memory

7. General intellectual functioning

8. Insight

9. MSE Summary

© 2011 Brooks/Cole, A Division of Cengage Learning

Formal Tests

• Intelligence Tests

• Projective Techniques

• Achievement Tests

• Aptitude Tests

• Other tests, surveys, or scales