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Edgar Schein defines Process Consultation as follows: “Process Consultation is the creation of a relationship with the client that permits the client to perceive, understand, and act on the process events that occur in the client’s internal and external environment in order to improve the situation as defined by the client.”
Relationship is the medium for change.
Permission and facilitation for client’s effective agency and action.
Takes process events, i.e. the moment to moment experience of people about what is actually happening inside and outside the organization, as the primary focus.
Preserves the client’s understanding of what is “wrong” and what needs to get better.
The consultant helps the client find the solution to improve the situation as defined by the client.
This model gives permission to the client to take action.
It also preserves the client’s understanding of what’s right and what’s wrong.
The consultant is not the expert, not the person in charge, nor the authority.
The trick is in knowing when to use each approach. Schein, while noting the advantages of process consultation, acknowledges that in practice most consultations call for a mix of expert and process roles.
Process consultation means going to a deeper level. Instead of staying with the conventional conversation’s limits, the process consultant digs underneath the level of that conversation.
