The concept of “client” from a process consultation perspective

Edgar H. Schein

149 citations0/0 files storedJournal of Organizational Change Management

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Organizational Change and Leadership Organizational Management and Change Psychology, Coaching, and Therapy

Abstract

Defines the different categories of client that a consultant must deal with and the levels of intervention that must be considered in relation to client types. Examines the principles of process consultation that must be observed in any client relationship. These principles show how process consultation as a form of helping differs from other kinds of consultation. Argues that every consultant needs to be able to play the process consultation role.

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1993Organizational culture and leadership 1962New Patterns of Management.1997The Human Organization 1977Organizational Transitions: Managing Complex Change 1995Creating appreciative learning cultures

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2009Between Innovation and Legitimation— Boundaries and Knowledge Flow in Management Consultancy 2007The Contribution of Business Associations to SMEs 2011The active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts 2000Introduction: the origins of organizational development 2009Unpacking the client(s): Constructions, positions and client–consultant dynamics 2004Critical friends: supporting leadership, improving learning 2006Consultant's role: a qualitative inquiry from the consultant's perspective 2009The client in management consultancy research: Mapping the territory

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