A work
in progress edited by Daniel
Schugurensky
Department of Adult Education, Community Development and Counselling Psychology,
The Ontario Institute for Studies in
Education of the University of Toronto (OISE/UT)
This year, Edgar Schein revisits his influential
book 'Process Consultation: Its Role in Organization Development',
written in 1969, with a sequel entitled 'Process Consultation Volume II: Lessons
for Managers and Consultants'. If the general philosophy on which Schein's
entire work is built upon could be summarized in one premise, it would probably
be the old Chinese proverb that goes "give a man a fish, and he will eat
for a day; teach a man to fish, and he will eat for a lifetime." Author,
researcher, professor and organizational consultant, Schein advocates a theory
of consultation that is both collaborative and client-centered. The ultimate
goal of the PC approach is an organization skilled in the diagnosis and solving
of its own problems, without the aid of outside interventions.
In the 1969 book (Process Consultation:
Its Role in Organization Development) Schein provides the reader with a
definition and explanation of Process Consultation, an overview of group
processes, and a description of the PC approach in action. Process Consultation
is understood as "a set of activities on the part of the consultant that
help the client to perceive, understand, and act upon the process events that
occur in the client's environment in order to improve the situation as defined
by the client. (Schein, p.11) This approach is contrasted with that of the
"expert" or "doctor" roles; the consultant is not expected
to arrive on the scene with answers to every problem, nor a prescription to fix
whatever ailment the organization has identified. In fact, the PC approach
assumes that "problem-identification" is part of the process, and that
the client may not initially know wherein the problem lies. Through the use of
questions and observations, consultants can clarify issues, provide focus, and
highlight areas of group processes that may be causing distress or hindering
progress towards the group's stated goals.
The 1969 book also provides an overview of basic communication theory, including
styles and levels of communication, body language and the use of filtering
processes. Schein details group formation processes, including individual needs,
norms and culture issues, and various functions and processes e.g. initiating,
clarifying, harmonizing, gate-keeping, decision-making and problem-solving. In
the last part of the book, Schein discusses the workings of the consulting
process itself, and addresses a series of questions such as: How does one
establish a contact and define the relationship? What settings and methods of
work are most appropriate for the PC model? What is an intervention, and which
are most effective? How does one disengage from the consulting relationship, and
how are results evaluated? What new values and skills should be apparent in an
organization that has successfully learned the PC model?
Almost twenty years later, in 1987, Schein penned a second book about PC
entitled 'Process Consultation Volume II: Lessons for Managers and Consultants'.
He suggests that while the first book is a good introductory volume, this book
is written for the experienced consultant and is also written for those in
positions of management. He posits that anyone in a leadership role can benefit
from utilizing the same principles used by consultants, to better influence the
human systems and dynamics in their organizations. Schein describes some of the
roles common to both consultants and managers, for example, the provision and
analysis of data, problem-diagnosis and training functions. He reviews the
'helping' models discussed in Volume I; (the expert, doctor-patient and PC
approaches), and asserts that the significant difference among the three
approaches lies in the way in which the consultant initially structures the
relationship - it must be a joint process, with the client retaining ownership
of the problem and its solution(s).
Schein's philosophy posits that 'organizational problems' are actually 'human
problems' - issues in the communication and interpersonal processes of
relationships. What are the ways in which a group functions? How are decisions
made? Is confrontation allowed? Are there disruptive side conversations? How
does the group gather information and solve problems? How do they actually
perform the task for which they have come together as a group?
Having re-established and expanded upon some of these basic tenets of PC
philosophy, Schein then uses Volume II to explore other issues as yet
undiscussed. For example, he raises the issue of the intrapsychic processes of
the consultant/manager. Awareness of one's own feelings, biases and assumptions
is critical, since they affect the accuracy of one's observations. These
observations are then used to diagnose and intervene in a situation. One must
therefore learn to suspend judgement, be aware of one's defenses and feelings,
and always maintain a spirit of inquiry.
Schein also addresses the issue of equitability. In North American culture, the
very act of requesting help may suggest weakness. It is important that the
consultant be aware of and compensate for this perceived inequity by listening
carefully, taking the problem seriously, and perhaps providing examples of
similar situations faced by other organizations (normalizing). Process
consultation addresses this issue in one of its basic assumptions - that the
client owns the problem and is indeed capable of solving it, albeit perhaps with
some guidance. Also, since change management within an organization is often a
difficult process, in Volume II Schein offers some insight into the three main
stages of change one may encounter:
1."unfreezing" (changing perceptions, attitudes and behaviours),
2."cognitive re-structuring" (discovery of new information and
possibilities), and
3."refreezing" (embedding the new point of view), as well as a series
of interventions for both one-to-one and group settings.
Schein concludes Volume II with a brief yet personally candid discussion of some
of the ethical issues that consultants sometimes face, and some overall
conclusions about the helping process in organizations.
In 'Process Consultation Volume II: Lessons for Managers and Consultants',
Schein draws upon many sources to provide a theoretical framework to his theory,
including some of his own writings. For instance, his model of change described
above is also found in a previous book entitled, Professional Education (Schein,
1972), and even then is borrowed from sources dating back to the 1950's. One can
also read further about Schein's ideas on groups in his book published in 1965,
Organizational Psychology (Schein, 1965). Other authors and colleagues writing
in this field are also found throughout Schein's work, and may be helpful
background reading. For example, Schein draws on Beckhard (1969) work about
teams and intergroup relations in Organization Development: Strategies and
Models, and his analysis of intrapsychic processes is inspired by 'Human
Inference: Strategies and Shortcomings of Social Judgement' (Nibett & Ross,
1980). At times, Schein appears to assume the reader is familiar with previous
works. Just to give an example, Schein refers to the Abilene paradox, but does
not explain what is such paradox about (by the way, for those interested,
information about the Abilene paradox can be found in W. Dyer's book entitled
Team Building: Issues and Alternatives, published in 1977).
Process Consultation Volume II: Lessons for Managers and Consultants is written
for the organizational manager and consultant, and reads not as an academic
dissertation, but as if the writer was actually speaking. This approach makes
the book quite readable, but at times grammatically weak. Schein's use of
diagrams, charts, lists and summaries provide further clarification of the
concepts and provide visual learners with a clear picture of the main points. As
well, Schein conveys many real-life examples of his experiences in consulting
with organizations, which allow the reader a clearer understanding of the
integration of his theory and practice.
Regarding Schein's theoretical approach, three main comments can be made:
1. As a theory, the Process Consultation approach expects and incites a high
degree of respect for the client organization, and for the people therein. It
assumes that people have the desire to work hard and be productive, and are
intelligent, capable, and able to make significant contributions to
organizations. Process Consultation holds the intention of building the
self-esteem and self-confidence of individuals and of the groups of which they
are a part.
2. In this fast-paced world of work, new changes require new methods and ways of
thinking; no solution lasts forever. This raises an ethical issue with regard to
consultation; a dependency could be created, with the client believing that the
organization's successful handling of change can only be ensured by the presence
and intervention of the consultant. Instead, Process Consultation focuses on
enabling the client to be increasingly self-sufficient, by learning to diagnose
and solve problems internally ("teach a man to fish..."). Schein
briefly discusses this and other ethical issues near the end of Volume II,
leaving much open for discussion in the area of consultation ethics.
3.The work setting is changing dramatically, demanding increasingly
sophisticated interpersonal and team skills. Yet, it seems simultaneously, we
are becoming an increasingly individualized society, shopping, banking and even
learning 'on-line'. Thus, 'people skills', while in demand more than ever, may
be less developed than ever! This would seem to suggest that Schein may have
been slightly ahead of his time, in advocating a team-based and people-centred
approach to effective management, and in his desire to help prepare skilled
consultants and managers to assist in the development of human processes.
In sum, Process Consultation Volume II; Lessons for Managers and Consultants
is an interesting development of the ideas expressed in volume I as well as an
introduction of new issues for a broader audience of consultants, managers and
all those involved in human processes.
Sources:
Beckhard, R. (1969). Organization development: strategies and models. London: Addison-Wesley.
Beckhard, R. & Harris, R. T. (1977). Organizational transitions: managing complex change. London: Addison-Wesley.
Dyer, W. G. (1977). Team building: issues and alternatives. London: Addison-Wesley.
Nisbett, R. & Ross, L. (1980). Human inference: strategies and shortcomings of social judgement. New Jersey: Prentice-Hall.
Schein, E. H. (1969). Process consultation volume I: its role in organization development. New York: Addison-Wesley.
Schein, E. H. (1987). Process consultation volume II: lessons for managers and consultants. California: Addison-Wesley.
Schein, E. H. (1990). Organizational culture and leadership. Oxford: Jossey-Bass.
Schein, E. H. (1965, 1972). Organizational psychology. New Jersey: Prentice-Hall.
Schein, E. H. (1972). Professional education. New York: McGraw-Hill.
Prepared by Debbie Ellis (OISE/UT)
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