part i: consultation and consultants, collaboration and collaborators
DESCRIPTION
Introduction and Overview Chapter I: Introduction and OverviewTRANSCRIPT
Part I:Consultation and Consultants,
Collaboration and Collaborators
Chapter I:
Introduction and Overview
Consultation Defined• Consultation is a process in which a human
services professional assists a consultee with a work-related (or caretaking-related) problem with a client system, with the goal of helping both the consultee and the client system in some specific way.
Consultation Defined• Consultation deals
exclusively with the consultee’s work-related or care-giving related problems.
• The consultant and consultee work together in solving the problems defined by consultation.
.
• Role of human service professional
• Problem-solving process
• Triadic in nature• Helping relationship• Internal or external
• Voluntary for all parties
• Relationship of peers• Collaborative• Temporary• Remedial or
developmental
Consultative Relationship
• The relationship between the consultee and consultant is one of peers, of two equals. Though the two roles are equal in terms of power, it is the consultee who has the greatest need within the consultative relationship.
Consultation and Consultants
• Who are consultants?
• Who are consultees?
• Who is the client system?
Consultants and Consultees
• Priority can be given to either consultee or client system depending on the approach used by the consultant
• The consultant provides indirect service to the client system by providing direct service to the consultee
Rights of Consultation Participants
• Participation in consultation is voluntary for all parties involved
• Consultees are free to do whatever they wish with the consultant’s they wish with consultant’s suggestions and recommendations
Length of Consultation
• Though the consultation relationship is temporary, the length of consultation may range from a single session to weekly sessions for more than a year.
Triad of Consultation
Consultee
Client System
Consultant
Figure 1.2 The triadic relationship in consultation
Collaboration Defined
• Collaboration is very similar to consultation in that it follows the same problem-solving process
• Collaboration involves the interactive exchange of resources, interdependence, and a focus on decision making.
Collaboration cont’d
• Collaboration is a service in which the helper accepts responsibility for the mental health aspects of a case.
Client System
Collaborator# 2
Collaborator# 1
The Relationships of the Parties in Collaboration
Figure 1.3 The Relationships of the Parties in Collaboration
Mental Health Consultation and Mental Health Collaboration Contrasted on Key Dimensions
Dimensions Mental Health Consultation Mental Health Collaboration
Location of consultant’s home base
External to the organization Internal to the organization
Type of psychological service
Generally indirect, with little or no client contact
Combines indirect and direct services, and includes client contact
Consultant-consultee relationship
Assumes a coordinate and nonhieracrhical relationship
Acknowledges status and role differences within the organization and thus the liklihood of a hierarchical relationship
Consultee participation Assumes voluntary participation
Assumes voluntary participation, but acknowledges the possibility of forced participation
Interpersonal working arrangement
Often dyadic, involving consultant and consultee
Generally team-based, involving several collaborators
Confidentiality of communications within relationship
Assumes confidentiality to exist with limits of confidentiality (if any) specified during initial contracting
Does not automatically assume confidentiality, given organization realities and pragmatic need to share relevant information among team members
Consultee freedom to accept or reject consultant advice
Yes Not assumed to be true, as a collaborator’s expertise is his or her specialty area is generally deferred to by team
Consultant responsibility for case/program outcome
No Shares equal responsibility for overall outcome, and primary responsibility for mental health aspects of case or program
From: Caplan, G.R., Caplan, R.B., and Erchul, W.P. (1994). Caplan mental health consultation:Historical background and current status. Consulting Psychology Journal, 1994, p.7. By permissionof publisher.
A Distinguishing Difference Between
Consultation and Collaboration• In consultation, the consultee retains
responsibility for the outcome, is considered to be the determiner of the suitability of possible interventions, and is responsible for adequate implementation of the intervention (i.e., ensuring treatment integrity) (Zins & Erchul, 1995).
Chapter II:
Consultants, Consultees,and Collaborators
Skill Areas for Consultants and Collaborators
• Interpersonal skills• Communication skills• Problem-solving skills• Skills in working with organizations
Skill Areas for Consultants and Collaborators cont’d
• Group skills• Skills in dealing with cultural diversity• Ethical and professional behavior skills
Roles of the Consultant:The consultant can take on a variety of roles
depending on several factors:
• Nature of the problem
• Purpose and desired outcomes of consultation
• Skills of the consultant
• Skills of the consultee
Common Consultation and Collaboration Roles
Directive*
AdvocacyExpert
Trainer/EducatorCollaboratorFact Finder
Process Specialist*
Non-directive
Internal/External Consultants
• A consultant can either be separate from or part of the system in which consultation is to occur.
Research in Consultation and Collaboration
• Consultation research suggests that consultation has efficacy even though consultation practice has outpaced its body of research.
Research cont’d
• The research on collaboration is very limited
Chapter III:
Entry Stage
Stage I: Entry
• Phase One: Exploring Organizational Needs
• Phase Two: Contracting
• Phase Three: Physically Entering the System
• Phase Four: Psychologically Entering the System
Phase One:Exploring Organizational Needs
To Consult or Not to Consult
• Why am I here?• Who are you?• What is likely to happen?• What will be the result?• What can go wrong?
Phase Two: Contracting
Reason for contracting:
• To clearly define expectations of both consultant and consultee
Elements of a contract:
• goals• time frame• responsibility of
consultant & agency• boundaries• review and evaluation
Phase Three: Physically Entering the System
• Moving into “work space”• Getting to know employees of organization• Adapt to organization’s schedule• Have those affected by consultation
informed about the consultant’s role
Phase Four: Psychologically Entering the System
• The gradual acceptance of the consultant by members of the organization in which consultation is being performed
• Consider the process level (how organization functions) and personal interaction (how people within an organization function)
During Phase Four a Consultant Should. . .
• Create trustworthiness by. . .– Demonstrating understanding– Using power appropriately– Respecting confidentiality– Exhibiting credibility
Multicultural Implications:Entry Stage
• Be aware of other’s value systems • Use effective communication and
interpersonal skill• Determine comfort level in dealing with any
cultural or ethnic issues related to the problem• Be aware of how cultural differences may
impact the outcome of consultation
Application of Multicultural Implications for Entry
• Certain minority cultural groups may be concerned about the interpersonal orientation of a consultant who is from a majority culture; whereas, a consultee from a majority culture may be more interested in the assistance-value of a consultant
Chapter IV:Diagnosis Stage
Stage II: Diagnosis• Phase One: Gathering Information
• Phase Two: Defining the Problem
• Phase Three: Setting Goals
• Phase Four: Generating Possible Interventions
Phase One: Gathering Information
• Deciding to proceed• Selecting dimension• Deciding who will be involved in data
collection• Selecting the data collection methods
Types of Data• Genetic data• Current descriptive data• Process data• Interpretive data• Consultee-client system relationship data• Client system behavior data
Means of Collecting Data
• Interviews• Surveys• Questionnaires• Observation• Documents/Records
Phase Two: Defining the Problem
• How many factors affect the problem?• How has the problem developed over
time?• What past events are causing the
current problem?• How are future expectations related?
Phase Three: Setting Goals
• The process of shaping, a movement toward concreteness and specificity from a broader, more general perspective
Goal Setting Steps• Specify objective• How will objective
be measured?• Specify target• Specify time span
• Prioritize goals• Rate goals• Determine
coordination requirements
Phase Four: Generating Possible Interventions
• Intervention- a force that attempts to modify some outcome. In consultation, interventions are actions or activities that, when put together in a systematic manner, make up a plan to achieve a goal
Multicultural Implications:Diagnosis Stage
• Be aware of differences in gathering data
• Be aware of perceptions of what needs to be accomplished held by consultee
• Cultural differences can play a role in the interventions proposed
Application of MulticulturalImplications for Diagnosis
• Consultee from a high context culture may prefer interviewing and observation; whereas, those from a low context culture may prefer surveys or document research
• Some cultural groups may see the focus of diagnosis as being the group, and some may see the focus as being the individual
Chapter V:Implementation Stage
Stage III: Implementation• Phase One: Choosing an Intervention
• Phase Two: Formulating a Plan
• Phase Three: Implementing the Plan
• Phase Four: Evaluating the Plan
Phase One: Choosing an Intervention
• Select one or two interventions that have a high probability of being successful
• Take advantage of decision consultation
Types of Interventions
• Individual Interventions• Dyadic and Triadic Interventions• Interventions for use between groups• Interventions for the entire
organization
Phase Two: Formulating the Plan
• Plan- a detailed step-by-step method, formulated before hand, for doing something.
• Considerations-– What (objective)– Where (locale of implementation)– When (time frame)– How (methods, procedures, sequence)– Who (who is responsible for what)
Phase Three: Implementing the Plan
• Help consultee be flexible• Reassure and prepare consultee• Offer technical assistance during this time• Exercise caution toward dependency
Phase Four: Evaluating the Plan
• Evaluation- the collection of data/information about the implementation to determine its effectiveness in meeting the specified goal– implementation evaluation– outcome evaluation
Techniques used in outcome evaluation
• Individualized goal attainment measures
• Standardized outcome assessment devices
• Consumer satisfaction survey
Multicultural Implications:Implementation Stage
• Cultural differences can impact the perception of the type of intervention selected and these differences should be taken into account when selecting and implementing an intervention
• The question of responsibility during implementation may be based on cultural differences
• During evaluation it is important to have multicultural input
Application for MulticulturalImplications during
Implementation• Some cultural groups choose to focus on
using groups rather than focusing on time factors
• Some cultural groups may see the efficiency of the plan as most beneficial during evaluation; whereas, other groups may evaluate the social impact of the plan
Chapter VI:Disengagement Stage
Stage IV: Disengagement• Phase One: Evaluating the Process of
Consultation• Phase Two: Planning Post-consultation
Matters• Phase Three: Reducing Involvement and
Following-up • Phase Four: Terminating
Phase One: Evaluating Process
• Determine process and effects of consultation
• Assess accountability and improvements in service
• Add knowledge to the field of consultation
Types of Evaluation• Summative
– the evaluation of outcomes or products• Formative
– evaluation of the process of consultation– perform evaluations at the end of each phase
of consultation
Phase Two: Planning Post-Consultation Matters
• Review planning process:– determining objectives– establish procedures– defining steps– assigning responsibility– testing for feasibility, cost effectiveness
and capabilities
Phase Three: Reducing Involvement and Following-up
• Reducing Involvement-
• gradual reduction in consultants contact with consultee and organization, which prevents abrupt termination
• Follow-up- • the process of
periodically checking how well the results of consultation are being maintained over time and how the organization is performing post-consultation efforts
Phase Four: Terminating• Terminating provides closure in a formal
and ritualistic manner– leave consultee satisfied in process and
accomplishments– tie up unresolved issues before leaving– beware of the issues of dependence and
depression
Multicultural Implications:Disengagement Stage
• Be aware of the cultural social needs of consultee involving the time factor involved with disengagement
• Dependency during follow-up phase may be influenced by cultural factors
Application of Multicultural Implications for Disengagement
• Some consultees may require a longer follow-up period before termination as a result of degree of dependency or importance of relationships
Chapter VII:
Ethical, Professional, and Legal Issues
Ethics Defined• Standards of moral and professional
conduct• Code of ethics--a written ethical guideline
followed by professionals– discourages inappropriate practice– protects recipient of services– promotes exemplary behavior
Making Ethical Judgements• Identify problem• Identify potential
issues• Review ethical
guidelines• Consult colleagues
• Consider courses of action
• Consider consequences for various decisions
• Determine best course of action
Values• Those beliefs and principles held by a person
which have been formed by his/her life experiences
• Consultant should know what his/her values are
• Consultant should not expect other to hold the same values
• Consultant should be aware of specific values held by cultural and ethnic groups
Competence• Providing services and accepting jobs for
which one is qualified– maintain high levels of professionalism– know one’s professional limitations– know when to decline and refer– avoid situations in which personal concerns
could affect professional performance
Consultant-Consultee-Client Relationship
• Work-related focus• Dual relationships• Freedom of choice
Rights of Consultee• Confidentiality--protecting the identities of
parties involved in consultation• Informed Consent--to inform consultees
about the nature and goals of consultation, their right to privacy, the voluntary nature of participation and the complete freedom they have in following suggestions made by the consultant
The Consultant and the Group
• Consulting with groups with caseloads• Consulting with training groups
Intervention Areas Involving Ethical Issues
• Individual vs. systems-level
• Use of assessment data
• Empirical validity of interventions
Ethical Issues in Organizational Consultation
• Typical ethical issues exacerbated by complexity or organization
• Aspirational ethics• Virtue ethics
Consulting Over the Internet
• Relationship development• Confidentiality• Location-specific factors
Legal Issues: MalpracticeBehaviors often leading to legal
entanglements:• Misrepresenting one’s training• Failing to respect integrity and privacy• Using improper diagnosis and assessment• Collecting fees improperly• Libel and slander• Breech of contract• Failing to keep adequate records• Failing to provide informed consent• Providing poor advice
Part III:
Models of Consultation and Collaboration
Chapter VIIIThe Pragmatic Issues of Working
within an Organization
Pragmatic Issues
A. Recent changes in society and organizations
B. The influence of organizational theoryC. Organizational change
Pragmatic issues cont’dC. Dealing with organizational cultureD. Issues in assessment in organizationsE. Culturally sensitive organizationF. Time constraints
Basic Societal Change Affecting New Workers
•Diminishing % of young people entering workforce
•New workers less skilled than previous generations
•Over 33% of new workers are from minority groups
•Women make up at least 60% of new workers
Organizational Changes Affecting the Workplace
•Increased complexity and diversification
•Managers of agencies/organizations more familiar with organizational change concepts
•Organizations/agencies more concerned with ethics
•Greater competition among all types of organizations
Organizational Theory defined
*The study of the structures and processes of organizations and the behavior of groups and individuals within them (Pugh, 1967).
The Bureaucratic Model
•Designed by Max Weber as the ideal of organizational effectiveness.
•“Means to ends” in nature
•Each unit under direct control of higher unit
•Organizations meant to be efficient, effective, and equitable.
Open Systems Organizational Theory
Two types of systems: closed and open*Closed systems are not affected by their environments: they have a finite amount of energy, and when that energy is used up, the system runs down.
*Open systems have permeable boundaries and can obtain energy from and send energy back to the environment.*Organizations can be viewed as open systems
Four components to the systems theory
•A framework (pattern of activities)•Goals•Methods and operations•People
Basic assumptions of the systems theory
•Organizations are open systems; subject to internal and external influences
•Considers organizations a totality
•Interdependence among its parts
•Assumes that an organization is more than a sum of its parts
•Organizational behavior is seen an dynamic & cyclical
9 Characteristics of Systems•Importation of energy•The throughput•The output•Systems are cycles and events•Negative entropy•Information input, negative feedback, and the coding process•The steady state and dynamic homeostasis•Differentiation•Equifinality
5 subsystems within an organization
•The technological or production subsystem•The support subsystem•The maintenance subsystem•The adaptive subsystem•The managerial subsystem
Approaches to organizational change
•Empirical-rational approach•Normative-reeducative approach•Power-coercive approach•Top-down approach•Bottom-up approach•Shared approach
Cultural attributes of a successful organization
•Uniqueness in their philosophy
•A focus by management on maintaining the philosophy
•Deliberate attempts to integrate the philosophy throughout the organization
•Involvement by all staff in communicating and reinforcing an organization-wide view of events and decisions
Culturally Sensitive Organization
• Views diversity as a value added opportunity
• Is proactive in responding to the constant diversity-related, economic, political and social conditions
• Effectively provides services cross-culturally
Chapter IX:Mental Health Consultation
and Collaboration
Basic Characteristics of Mental Health Consultation
• Method used by professionals in respect to a lay client or program for clients
• Problem is mental health related• Consultant had no professional responsibility for the
outcome of the case• Consultee can accept or decline the suggestions of the
consultant• The relationship between consultant and consultee is
to coordinate
Basic Characteristics of Mental Health Consultation (cont.)
• The consultant is external• Consultation often takes place in a short set of
interviews• Consultants use a problem, response method during
consultation, not predetermined answers• The goals of consultation are to help consultee
improve their handling or understanding of the current work difficulty and to increase the capacity to deal with future problems
Basic Characteristics of Mental Health Consultation (cont.)
• Consultation continues indefinitely• The aim of consultation is to improve job
performance• Consultation does not focus on personal problems or
feelings of the consultee• Consultation is a professional function of a specialist• M.H.C. is a method of communication between a
mental health specialist and other professionals
Psychodynamic Approach• Fosters the concept that our behavior is a
product of unconscious motivation and that most of our personal issues result from early childhood experiences, resulting in conflicts that affect our behavior and cause use problems
Transfer Effect• The concept that what is learned in one
situation should be useable in similar, future situations
“One-Downsmanship”• A valuable relationship building technique
that a consultant can use to ensure that the relationship remains on equal footing
Types of Mental Health Consultation
• Client-centered case
• Consultee-centered case
• Program-centered administrative
• Consultee-centered administrative
The Client-Centered Case Process
• The focus is a client’s case that is giving the consultee difficulty
• Consultant functions as expert• The consultee acts as a link between client
and consultant as well as a professional collaborator
Application for Client-Centered Process
• Create a list of questions about both the client’s and consultee’s situations and options
• Answer those questions by gathering information from the consultee
• Write a report for the consultee outlining observations and recommendations
Consultee-Centered Case Process
• The goal is improvement of consultee’s ability to work on a particular case and cases in the future
• Consultant plays the roles of detective, expert, and educator
Application for Consultee-Centered Process
• Determine what reason the consultee is having a problem:
– Lack of knowledge– Lack of skill– Lack of self-confidence– Lack of professional objectivity
Lack of Objectivity• Simple identification--identifies with the client• Transference--Transfers onto the client feeling and
attitudes from key relationships in the past• Characterological distortions--Personality problem
that interferes with effective delivery of human services
• Theme interference--A special type of transference in which the consultee experiences an unexplainable “block” in progressing on a case
Program-Centered Administrative Consultation
Process• Assessment of mental health aspects of some
program or internal functioning of the organization• Consultant should be knowledgeable and
experienced in organizational theory and practice, program development, fiscal policy, administrative procedures and personal management
• Administrator acts as principle consultee
Application for Program-Centered Administrative
Process• Scanning--a general overview of the
organization and its functions• Gather and interpret additional data• Consultant makes interim recommendations• Formal report of recommendations for both
short-term and long-term goals and methods of implementation
The Consultee-Centered Administrative Consultation
Process• The consultant works with an organization’s
administrative-level personnel to help solve problems in personal management or implementation of organizational policy
• The administrator has the job of helping the consultant decide whether additional forms of consultation are required, whether there are to be other consultees and how involved they are to be in the consultation process
Application of Consultee-Centered Administrative
Consultation Process• Beginnings follow the same methods as
other consultation processes• Determine who consultees will be• Study the organization’s social system and
identify problems and issues
Ecological Perspective• Provides consultants with a way of making changes
within a given system• Helps individuals contribute significantly• Helps people adapt to the setting in which something is
expected of them• Resources of the organization are an important part of
facilitating change during consultation• Prevention is the key goal• Considers how persons, settings and events can become
resources for positive developments with an organization
Mental health collaboration contrasted with mental health
consultation
Multicultural Aspects
• Client-centered allows for minimal disclosure on the part of the consultee
• Consultee-case suitable for consultees wanting assistance from a knowledgeable authority figure
• Increased breadth and flexibility allow fro sensitivity to cultural variables
Chapter X:Behavioral Consultation and
Collaboration
Behavioral Consultation Defined
• A relationship whereby services consistent with a behavioral orientation are provided either indirectly to a client or system or directly by training consultees to enhance their skills with clients and/or systems
Characteristics of Behavioral Consultation
• Use of indirect service delivery models• Reliance on behavioral technology
principles• Diversity of intervention goals• Changes aimed at various targets in
different settings
Key Concepts in Behavioral Consultation
• Scientific View of Behavior
• Emphasis on current influences on behavior
• Principles of behavior change
The Consultation Process• Behavioral case consultation
• Behavioral technology training
• Behavioral systems consultation
Behavioral Case Consultation
• A consultant provides direct, behavior-based service to a consultee concerning the management of a client or group of clients assigned to the consultee
• Consultants use a system problem-solving process to assist consultee with their clients
Verbalization Technology• Control of the consultant’s and consultee’s
verbalizations by the consultant for full benefit and effectiveness for the consultation process to occur
• Four Aspects:– message source– message content– message process– message control
Four Stages of Problem Identification for Behavioral
Case Consultation• Problem identification stage• Problem analysis• Plan (treatment) implementation stage• Problem (treatment) evaluation stage
Behavioral Technology Training
• Used when consultees seek to increase general usage of behavioral technology principles when working with clients
• Often used in schools
The Training• The consultant trains consultees in general
behavior principles or specific behavioral technology skills
• Can be formal or informal• Individual or group• Education/training model (chap. 9) is
similar to this training
Behavioral Systems Consultation
• Behavioral technology principles are applied to a social system
• The consultant uses principles to analyze and change interactions among various sub-systems of a larger social system or between two or more interactive systems
The Consultant’s Function and Roles
• An expert in behavioral systems consultation, systems theory, and behavioral ecology
• Guides consultee through a systematic problem-solving process
• Consultation relationship is collaborative
Implications for Consultation
• Behavioral systems consultation assumes that all or part of a system is experiencing functional difficulty
• Consultation consists of the following:– system definition– system assessment – system intervention– system evaluation
Conjoint Behavioral Consultation
• Uses parents and teachers as conjoint consultees
• Designed to bridge the gap between the school and the home and maximize the spread of effects form one setting to another
Collaboration from a Behavioral Perspective
• The use of behavioral collaboration can be increased by organizations making effective use of behavioral technology training
Multicultural Aspects Related to Behavioral Consultation
• Appealing to cultural groups that do not freely express feelings
• Valuable to cultural groups that want concrete and predictable outcomes
Chapter XI:Organizational Consultation and
Collaboration
Organizational Consultation Defined
• The process in which a professional provides assistance of a technical, diagnostic/prescriptive, or facilitative nature to an individual or group from that organization to enhance the organization’s ability to deal with change and maintain or enhance its effectiveness in some designated way.
Key Concepts in Organizational Consultation
• The organization as client
• Process is as important as content
Edgar Schein’s Model of Consultation
• Purchase of Expertise– Education/Training consultation– Program Consultation
• The Doctor/Patient Model
• The Process Model
The Purchase of Expertise Model
• The consultee knows what the problem is, what needs to be done to solve the problem and who can help solve it
• The consultant comes in as an expert to simply solve the problem
Education/Training Consultation
• The most frequently used purchase of expertise consultation
• The consultant provides education/training services in any number of areas and settings
Critical Skills for Education/Training
Consultation• Assessing training needs• Developing and stating measurable
objectives• Understanding the learning and change
process• Designing a learning experience• Planning and designing educational events
Critical Skills for Educational/ Training Consultation
• Using heuristic laboratory methods• Using multiple learning stimuli• Functioning as a group teacher or trainer• Helping others learn how to learn
Four Steps of Educational/Training
Consultation• Needs assessment• Planning education/training activities• Performing education/training• Evaluation
Program Consultation• A form of purchase expertise consultation
in which the organization in some way uses the consultant to help plan a new program or revise or deal with factors that affect an existing program
• The goal is to provide an organization technical assistance so that a given program can be successful
The Doctor/Patient Model• The consultee knows something is wrong,
but does not know what is wrong.• The consultant is given the power to make a
diagnosis and prescribe a solution• The goal is to define the problem and
recommend realistic interventions
Critical Skills for the Doctor/Patient Model
• Diagnostic skills• Prescriptive skills• In-depth knowledge of organizational theory• Ability to “read” organizations• Data collection skills• Date interpretation skills• Human relations skills
The Process Model• The consultant’s expertise should include
skills to involve the consultee in defining the problem, to form a team with the consultee and to ensure that the consultation process focuses on the consultee’s needs
• The consultant makes the consultee a more effective problem solver
Seven Steps to Process Consultation
• Making initial contact• Defining the relationship• Selecting a setting and method of work• Gathering data/making diagnosis• Intervening • Reducing involvement• Terminating
More on Process Consultation
• Prevention is the key goal• Process consultation considers how persons,
settings and events can become resources for positive developments within an organization
Collaboration from an Organizational Perspective
• Aim is same as organizational consultation: the enhanced functioning of the organization
• The emergence of the internal consultant role has created many opportunities for collaboration in organizations
Multicultural Aspects Related to Organizational Consultation
• Cultural groups that prefer structured, expert-based consultation will find the purchase of expertise model attractive
• Cultural groups preferring assistance in problem definition will find the doctor/patient model attractive
• Cultural groups for which the relationship is essential will prefer the process model
Chapter XII:School Based Consultation
and Collaboration
School Based Consultation and Collaboration
• Consultation and collaboration are effective in providing psychological services in the schools
• As the mental health and instructional needs of students have become of increasing concern, interest in consultation and collaboration has increased commensurately
School Based Consultation and Collaboration cont’d
• School-based consultation can be focused on primary prevention, secondary prevention or tertiary prevention
School Based Consultation and Collaboration cont’d
• The manner in which consultation and collaboration take place in schools varies according to the model being employed
Consulting and Collaborating with School Administrators
• The school’s leadership is a powerful force in determining the extent to which consultation and collaboration are considered acceptable services
• Administrators have priorities and pressures for which they may actively seek consultation
Organizational Development Consultation
• School administrator + school-based consultant
• A way of making carefully planned, predictable change in a school
• The goal is to enhance the school’s effectiveness by helping school personnel understand and effectively act on problems and move toward self-renewal
Consulting and Collaborating with Teachers
• School-based consultants assist teachers with both academically and behavioral challenged children as well as those with lesser concerns
• School consultation and collaboration can be effective and efficient ways to help teachers enhance their professional skills
Alderian Consultation:Consultation with teachers
• Four Basic Assumptions:– teachers cannot take responsibility for student
behavior– teachers should be more involved with
encouragement than with praise– teachers cannot always prevent failure on the part
of the student– teachers need to try to meet affective and cognitive
needs of students
C-GroupForces of the group:
• Consultation• Collaboration• Clarification• Caring• Confrontation• Communication
• Cohesion• Commitment• Change• Concern• Confidentiality
C-Group cont’d– The group consist of four to six teachers and
the consultant– It meets once a week– Six to eight sessions– Teacher presents problems with individual
student and group discusses them
Instructional Consultation
• A collaborative process in which a problem is identified and interventions are selected and made
Steps of Instructional Consultation
• Establishing collaborative relationship• Identifying problem• Observing classroom• Assessing curriculum-based learning• Planning instructional intervention• Terminating
Consulting and Collaborating with Parents/Guardians/Extended
Families
• Schools are consciously attempting to assist children and increase parental/guardian involvement in the school
• There is no “one” eclectic model of parent consultaion or collaboration
Parent Case Consultation
• Can be Alderian, behavior, or mental health
• The goal is to promote increased positive involvement by parents in the school life of their child and improve family relationships
Parent Education• A variation of the education/training
consultation model (chap. 9)
– Parent effectiveness training– Alderian approaches– Behavioral approaches
Home School Collaboration
• Goal is to create effective partnerships between school-based professionals and parents to enhance student learning
• In collaborating with parents, school-based professionals ensure that parents are true partners, are viewed as experts on their children, and have some responsibility for the outcomes.
Cross-Cultural Considerations When Working with Parents
• Culture directly influences the family in a significant manner
• Consultants can ensure that schools remove barriers for non-mainstream parents
• Consultants will want to exercise caution in making any kind of generalizations regarding any characteristics of a given culture
Interagency Collaboration
Rationale:• The problems of children with social and/or
educational problems effect all aspects of a child’s life such as the home and school.
Interagency cont’d
• The shared responsibility for the case shifts the focus from what the school can do to what the community should do to provide services
Pragmatic Issues of School-Based Consultation
• Ethical issues• Working with other school-based
consultants• Systems view of the school
More Pragmatic Issue for S-B Consultation
• Develop a framework for prevention and intervention
• Time constraints
Multicultural School Consultation
• Ethnic and linguistic minority children constitute the most rapidly growing segment of the youth population in the U.S.
• Consultants take into account both individual differences and cultural issues so as not to overemphasize cultural variables
School Consultation in the 21st Century
Consultation and collaboration will:• Focus more on positively impacting all
students• Develop culturally sensitive interventions• Engage in system-level initiatives• Use data-driven decision making
Chapter XIII
Case Study Illustrations
Case Study Illustrations cont’d
• The purpose of this chapter is to assist you to apply theory t practice and obtain a more realistic picture of what transpires in consultation.
• ACME Human Services Center• Typescript of consultation and collaboration
sessions