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and Collaboration
Consultation Defined
A process in which a human services professional
exclusively with
consultees workrelated or
caregiving-related
problems
Consultant and
consultee work
together in solving
the problems
defined by
consultation
professional
Problem-solving
process
Triadic in nature
Helping relationship
Internal or external
parties
Relationship of peers
Collaborative
Temporary
Remedial or
developmental
Consultative Relationship
Relationship between the consultee and
given to either
consultee or client
system depending
on the approach
used by the
consultant
Consultant
provides indirect
service to the
client system by
providing direct
service to the
consultee
Rights of Consultation
Participants
Participation in consultation is voluntary
Length of Consultation
Though consultation relationship is
Triad of Consultation
Consultee
Consultant
Client System
Collaboration Defined
Collaboration is very similar to consultation in
Collaboration contd
Collaboration is a service in which the helper
Collaborator
#2
Client System
Figure 1.3 The Relationships of the Parties in Collaboration
Multicultural Limitations of
Consultation and Collaboration
Developed from Eurocentric models
Limitations make person-in-environment
perspective important
Cultural competence in service delivery essential
Some multicultural models available (e. g.,
Ingraham)
Multicultural Consultation
Consultant, in a culturally sensitive manner,
adjusts services to accommodate and value
cultural differences
Through employing multicultural framework,
consultants are in better position to provide
services with multicultural competence
Multicultural Framework
a) consultant knowledge, skills and dispositions related
b)
c)
d)
e)
Levels of Prevention
Preventive vs. remedial perspectives
Primary prevention
Secondary prevention
Tertiary prevention
Universal
Selected
Indicated
Historical Overview
Prototypic roles: healer and technological adviser
Started in modern times as a clinical expert role
Currently, focus is on facilitation of consultees
Compared to Other
Human Service Activities
Counseling and psychotherapy
Supervision
Mediation
Consultants, Consultees,
and Collaborators
Problem-solving skills
Skills in working with organizations
Skills of the
consultant
Purpose and
desired outcomes
Skills of the
consultee
of consultation
Directive
*
Advocacy
Expert
Trainer/Educator
Collaborator
Fact Finder
Process Specialist
*
Non-directive
Emergence of Advocacy
The use of advocacy has received
increasing attention
There has also been an increase in the
use of the advocacy role in consultation
Roles contd
Expert role is NOT opposite of collaborative role
The collaborative role in consultation is not the
Internal/External
Consultants
Consultant can either be separate from (external)
Orientation to Models of
Consultation
Mental health
Behavioral
Organizational
Consultee as a Variable
Consultee variables include:
knowledge
skills
attitudes
personal characteristics
Research in Consultation
and Collaboration
Consultation research suggests that
Research contd
The research on collaboration is very limited
Increase in the use of qualitative and mixed
methods
Behavioral research most heavily researched
School-based also heavily researched
Stage I: Entry
consultation
Phase Two: Planning post-consultation matters
Phase Three: Reducing involvement and
following-up
Phase Four:Terminating
consultation
Implement in a collaborative manner
whenever possible
Multicultural Competence
Using the Generic Model
It is key to effective implementation that the
generic model be adapted with cultural
competence in order to be relevant to the
needs of consultees and their clients systems
Designed to take consultees where they are
and can be adapted to their style of problem
management and cultural context
Resistance to Consultation
Resistance: The failure of a consultee or
organization to participate constructively in the
consultation process
Types of Resistance
Systems-level
When unhealthy is due to lack of insight regarding the
need to change
Consultee
There are a variety of sources of resistance (e. g., a
consultees misconception concerning the nature of
consultation)
Dealing Effectively
with Resistance
There are several things consultants can
do to minimize resistance:
Create strong relationship to build trust and alleviate
fear
Demonstrate cultural competence and sensitivity
Collaborate whenever possible
Create conditions so that a consultation has a
satisfying outcome and is worth the effort
Personalizing the
Generic Model
As consultant or collaborator, you are
Entry Stage
Stage I: Entry
expectations of
both consultant
and consultee
Elements of a
contract:
Goals
Time frame
Responsibility of
consultant and
agency
Boundaries
Review and
evaluation
Interpersonal Influence
in Consultation
Consultation can be seen as process of socially
influencing consultees
Trick is for consultants to impact consultee in
Multicultural Implications:
Entry Stage
Be aware of others value systems
Use effective communication and interpersonal
skill
Determine comfort level in dealing with any
cultural or ethnic issues related to problem
Be aware of how cultural differences may
impact outcome of consultation
Application of Multicultural
Implications for Entry
Certain minority cultural groups may be
Diagnosis Stage
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
Phase Two:
Defining the Problem
How many factors affect the problem?
How has the problem developed over time?
Phase Three:
Setting Goals
The process of shaping a movement toward
concreteness and specificity from a broader,
more general perspective
Prioritize goals
Rate goals
Specify target
Specify time span
Determine
coordination
requirements
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
interventions proposed
Application of Multicultural
Implications for Diagnosis
Consultee from a high context culture may prefer
Implementation Stage
Phase One:
Choosing an Intervention
Select one or two interventions that have high
Increasing Focus on
Evidenced-Based Interventions
Evidenced-based interventions are validated
by research and/or data-based decision making
Types of Interventions
Individual interventions
Dyadic and triadic interventions
Interventions for use between groups
Phase Two:
Formulating the Plan
Plan: A detailed step-by-step method, formulated
Phase Three:
Implementing the Plan
Help consultee be flexible
Reassure and prepare consultee
Offer technical assistance during this time
Exercise caution toward dependency
Treatment Integrity
Treatment integrity has typically been
presumed but not assessed
Important in drawing conclusions about
interventions success
Sometimes referred to as treatment fidelity
In its simplest form refers to the degree to
which the intervention is implemented as
intended
integrity (CPI)
Phase Four:
Evaluating the Plan
Evaluation: The collection of data/information
about implementation to determine
effectiveness in meeting 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 perception of
Disengagement Stage
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
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
Summative Evaluation
Summative evaluation refers to the evaluation
of outcomes or products
Often referred to as product evaluation
Types of
Summative Evaluation
Pre-post method
Types of
Qualitative Methods
Triangulation
Member checks
Recursive data collection
Case study method
Focus groups
Ethnographic interviews
Gradual reduction in
consultants contact
with consultee and
organization, which
prevents abrupt
termination
Follow-up: Process of
periodically checking
how well results of
consultation are being
maintained over time
and how the
organization is
performing postconsultation efforts
personal 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
Application of Multicultural
Implications for Disengagement
Some consultees may require longer
follow-up period before termination as a
result of degree of dependency or
importance of relationships
Pragmatic Issues
Recent changes in society and organizations
The influence of organizational theory
Bureaucratic model
Systems theory
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.
Open Systems
Organizational Theory
Two types of systems: closed and open
Closed systems:
Not affected by their environments
Have a finite amount of energy
When energy is used up, system runs down
Open systems:
Have permeable boundaries
Can obtain energy from and send energy back to the
environment
Four Components to
Systems Theory
A framework (pattern of activities)
Goals
Methods and operations
People
Basic Assumptions of
Systems Theory
Nine 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
Five Subsystems
within an Organization
The technological or production subsystem
The support subsystem
The maintenance subsystem
The adaptive subsystem
The managerial subsystem
context
Interventions therefore need to focus on realigning
Ecological Perspective
contd
Often contrasted with medical model, which examines
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 Competent
Organization
Views diversity as a value-added opportunity
Proactive in responding to the constant diversity-
Social Justice
Goal for consultants is to help to develop and maintain
Time Constraints
Organization members increasingly asked to do more
with less
Time a precious commodity in organizations
include:
Scheduling meetings in advance as much as possible
Doing as much data gathering as possible early on in the
consultation process
Training prospective consultees in the problem-solving
process prior to consultation
Models of Consultation
and Collaboration
Basic Characteristics of
Mental Health Consultation
Method used by professionals in respect to a lay client
feelings of consultee
Consultation is a professional function of specialist
MHC is a method of communication between mental
health specialist and other professionals
Psychodynamic Approach
Fosters concept that behavior is a product of
Transfer Effect
The concept that what is learned in one situation
One-Downsmanship
A valuable relationship building technique that
a consultant can use to ensure 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
Focus is clients case giving the consultee difficulty
Consultant functions as expert
The consultee acts as link between client and
Application for
Client-Centered Process
Create list of questions about both client and
Consultee-Centered
Case Process
Goal is improvement of consultees ability to work
problem:
Lack of knowledge
Lack of skill
Lack of self-confidence
Lack of professional objectivity
Lack of Objectivity
Simple identification: Identifies with client
Transference: Transfers onto client feeling and attitudes
Process of Program-Centered
Administrative Consultation
Assessment of mental health aspects of some
Administrative procedures
Personal management
Program-Centered
Administrative Process
Application:
Scanning: General overview of 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
Consultee-Centered
Administrative Consultation
Process:
Consultee-Centered
Administrative Consultation
Application:
Beginnings follow same methods as other
consultation processes
Determine who consultees will be
Study organizations social system and identify
problems and issues
Trends in Mental
Health Consultation
Move toward eclecticism
Trends contd
Consultee-centered consultation has evolved beyond
problem
Multicultural Aspects
Client-centered allows for minimal disclosure on
part of consultee
Consultee-case suitable for consultees wanting
assistance from a knowledgeable authority figure
Increased breadth and flexibility allow for
sensitivity to cultural variables
Behavioral
Consultation Defined
Relationship whereby services consistent with
Characteristics of
Behavioral Consultation
Use of indirect service delivery models
Reliance on behavioral technology principles
settings
Key Concepts in
Behavioral Consultation
Scientific View of behavior
Emphasis on current influences on behavior
Behavioral Case
Consultation
Consultant provides direct, behavior-based service
Verbalization Technology
Control of consultants and consultees
verbalizations by consultant for full benefit and
effectiveness for consultation process to occur
Four aspects:
Message source
Message content
Message process
Message control
4 Stages of Problem
Identification for BCC
Problem identification stage
Problem analysis
Behavioral
Technology Training
Used when consultees seek to increase general
The Training
Consultant trains consultees in general behavior
Behavioral Systems
Consultation
Behavioral technology principles applied to a
social system
Consultant uses principles to analyze and change
interactions among various sub-systems of larger
social system or between two or more interactive
systems
The Consultants
Function and Roles
Expert in behavioral systems consultation,
Implications for
Consultation
Behavioral systems consultation assumes that all
Conjoint Behavioral
Consultation
Uses parents and teachers as conjoint consultees
Designed to bridge gap between school and home
CBC contd
Concepts of CBC are compatible with culturally-
competent practice
Sheridan and Kratochwill (2008) recommend the
following practices to maximize CBCs
effectiveness with diverse families:
Practice cultural sensitivity
Build trusting relationships
Address diversity issues directly
Enhance communication
Implement a family-centered approach
Collaboration from a
Behavioral Perspective
Use of behavioral collaboration can be increased
express feelings
Valuable to cultural groups that want concrete
and predictable outcomes
Organizational Consultation
and Collaboration
Organizational
Consultation Defined
Process in which professional provides assistance
of a technical, diagnostic/prescriptive, or
facilitative nature to individual or group from
organization to enhance organizations ability to
deal with change and maintain or enhance
effectiveness in some designated way
Key Concepts in
Organizational Consultation
Organization as client
Process is as important as content
Edgar Scheins
Model of Consultation
Purchase of expertise
Education/training consultation
Program consultation
The doctor/patient model
The process model
The Purchase of
Expertise Model
Consultee knows what problem is, what needs to
Education/Training
Consultation
Most frequently used purchase of expertise
consultation
Consultant provides education/training services in
any number of areas and settings
4 Steps of Educational/
Training Consultation
Needs assessment
Planning education/training activities
Performing education/training
Evaluation
Program Consultation
Form of purchase expertise consultation in which
Seven Steps to
Process Consultation
Making initial contact
Defining relationship
Selecting a setting and method of work
Gathering data/making diagnosis
Intervening
Reducing involvement
Terminating
Collaboration from an
Organizational Perspective
Aim is same as organizational consultation
Enhanced functioning of the organization
Emergence of internal consultant role has created
Trends in Organizational
Consultation
Major trends are linked to several societal factors:
Impact of living and working in an information society
Ever-increasing pace of change in all aspects of life
Growing awareness that quality change requires
systemic thinking
Realization that change can be successfully
accomplished only through social influence
Increasing internationalization and diversity within
organizations
School-Based Consultation
and Collaboration
Consultation and collaboration are effective in
School-Based Consultation
and Collaboration contd
Increased importance due to:
Revisions to the Individuals with Disabilities Act
School violence
No Child Left Behind Act
Emphasis on school reform and restructuring
Increased school accountability and high stakes
testing
School-based consultation can be focused on
School-Based Consultation
and Collaboration contd
Consultants have ability to significantly impact
Organizational
Development Consultation
Series of planned and sustained efforts to apply
system
change in school
Goal is to enhance schools effectiveness by helping
school personnel understand and effectively act on
problems
Consulting and
Collaborating with Teachers
School-based consultants assist teachers with both
Teachers contd
Consultants have engaged in collaboration with
children
Adlerian 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 part of
student
Teachers need to try to meet affective and cognitive
needs of students
C-Group
Forces of the group:
Consultation
Cohesion
Collaboration
Commitment
Clarification
Change
Caring
Concern
Confrontation
Confidentiality
Communication
C-Group contd
Group consists of four to six teachers and
consultant
Meets once a week
Six to eight sessions
Teacher presents problems with individual
student and group discusses them
Instructional Consultation
Collaborative process in which problem is
Steps of Instructional
Consultation
Establishing collaborative relationship
Identifying problem
Observing classroom
Assessing curriculum-based learning
Planning instructional intervention
Terminating
Instructional
Consultation contd
Three ecological components make up
Instructional
Consultation contd
Most common roles of instructional consultant
Consulting and
Collaborating with Families
Schools are consciously attempting to assist children
reasons
Their childs moving into or out of the school
Their childs academic, emotional, or social behavior
Home-School
Collaboration contd
Parent involvement typically one-way flow of
Home-School
Collaboration contd
Allows parent to exercise their roles, rights and
Home-School
Collaboration contd
Basic considerations in home-school collaboration
include:
A preventive, problem-solving approach
socializing learners
Broad opportunities for parent participation are
essential
Building relationships with parents can take time
and effort
Cross-Cultural
Considerations
When working with parents:
Culture directly influences family in significant
manner
Consultants can ensure schools remove barriers
for non-mainstream parents
Consultants will want to exercise caution in
making any generalizations regarding
characteristics of a given culture
Cross-Cultural
Considerations contd
Difference can impact the way consultant works
Cross-Cultural
Considerations contd
Consultants will want to involve parents by taking
Cross-Cultural
Considerations contd
Holcomb-McCoy (2009) and Holcomb-McCoy &
Bryan (2010)
Discuss emerging framework for parent
Interagency Collaboration
Rationale:
Problems of children effect all aspects of childs
life
Shared responsibility for case shifts focus from
what the school can do to what the community
should do to provide services
Interagency contd
Agencies collaborate to help children and their
Interagency contd
Collaboration requires cultural competence
Shared responsibility necessitates solid agreement
Interagency contd
Five elements of interdisciplinary collaboration:
1. Interdependence
2. Progress in collaboration involves building
interventions with the contributions of each
collaborator
3. Flexibility in collaborative process to
accommodate power sharing and role adaptation
4. Collective ownership of goals
5. Discussion of progress and feedback to fellow
collaborators
Multicultural
School Consultation
Approach to consultation that takes into account how
Multicultural School
Consultation contd
Ingraham (2000) points out several components of
multicultural school consultation:
Domains for consultant learning and development
Multicultural School
Consultation contd
Ingraham (continued):
Contextual and power influences (e.g., minimizing
power differentials between consultant and
consultee)
Hypothesized methods for supporting consultee
and client success (e.g., using consultation
methods matched with consultees style)
Multicultural contd
Lopez and Truesdales six underlying principles that
3.
4.
5.
6.
Multicultural contd
Multicultural consultation has increasing empirical
Practical Matters
Consultation/collaboration and special education
intervention
Time constraints
Practical Matters:
Special Education
Contributors to increased opportunities for
professionals
Practical Matters:
RTI
RTI is a systemic intervention and change
Consultants often needed in its implementation
Practical Matters:
RTI vs. Consultation
RTI and consultation are both problem-solving
Practical Matters:
Systems View of Schools
Individual interventions often not adequate in dealing
Practical Matters:
Systems View of Schools
Consultants take on broad framework for consultation
Practical Matters:
Systems View of Schools
System-level change demands that all aspects of
Practical Matters:
Systems View of Schools
One concern is that not all teachers are comfortable
perceived problems
systems methods
View typically dictates that consultants examine child
in interaction with a variety of levels of the ecosystem
such as home, school, and community
Complicates nature of consultation relationship
Practical Matters:
Developing Framework for
Prevention and Intervention
Prevention programs seeing resurgence in schools
Many have been designated as evidenced-based
Focus of prevention is to build capacities in
Practical Matters:
Developing a Framework
Interventions include:
Tier 1: Universal
Tier 2: Selective
Tier 3: Indicated
Practical Matters:
Time Constraints
Time constraints are large and real issue for
Practical Matters:
Time Constraints
Consultants can have more positive impact on
School Consultation
st
in the 21 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
Use the ecological approach more often
School Consultation in
st
the 21 Century contd
Use of telephone, texting, the web and e-mail to
School Consultation in
st
the 21 Century contd
Infusion of positive psychology to increase well-being
School Consultation in
st
the 21 Century contd
School-based consultants may well be called upon to
Ethics Defined
Standards of moral and professional conduct
Code of ethics: Written ethical guideline followed
by professionals
Discourages inappropriate practice
Consider courses of
Identify potential
action
Consider
consequences for
various decisions
Determine best course
of action
issues
Review ethical
guidelines
Consult colleagues
Values
Beliefs and principles held by a person that have
Competence
Providing services and accepting jobs for which
one is qualified
Maintain high levels of professionalism
Know ones professional limitations
Know when to decline and refer
Avoid situations in which personal concerns could
Multicultural Issues
Ethical practice dictates that consultants take
Consultant-ConsulteeClient Relationship
Work-related focus
Dual relationships
Freedom of choice
Rights of Consultees
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
Intervention Areas
Involving Ethical Issues
Individual vs. systems-level
Use of assessment data
Issues in Disaster/Crisis
Consultation
Consultants bear in mind acute vulnerability of
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
Collaboration
and Ethical Issues
Not all collaborators may have freedom to participate
in team effort
Confidentiality is assumed in consultation
In collaboration, pertinent material may have to be
consultants recommendations
In collaboration, such freedom is not presumed due to