„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

explicitly invites and allows the clients to negotiate a contract among themselves (1) to
ensure that needed functions are used when they would be most relevant and (2) to avoid
the unnecessary, undesired consequences that have been observed to follow
nonperformance of the functions.
Form or Style
In style, process observations should be personalized, invitational, and not punitive.
But—almost by definition—this class of interventions usually takes a bit longer than
others. The consultant is attempting to draw a verbal portrait of dynamic, constantly
shifting group processes in order to help the clientgroup members to see what is
happening “right now” and also to model behavior that the members themselves might
attempt at some future time. To get this double message across adequately, sufficient
care and time must be taken.
CONCLUSION
Saul Alinsky’s “iron rule”—“Don’t ever do anything for people that they can do for
themselves”—comes to mind. If one or more client-group members have the skills and
knowledge to act in a functional and objective manner, they are entitled to opportunities
to use such skills and knowledge. The consultant should let them do it. If they do not
possess such resources, they may require assistance in acquiring them. However,
excessive “assistance” on the part of the organizational consultant—whether with
process, theory, structured skill-practice activities, or simulations—leads to
stultification, dependence, and indifference or apathy. In order to be as effective as
possible, the consultant must learn the fine line between not enough help and too much
help.
SUGGESTED READINGS
Banet, A.G., Jr. (1974). Therapeutic intervention and the perception of process. In J.W. Pfeiffer & J.E. Jones, The
1974 annual handbook for group facilitators. San Diego, CA: Pfeiffer & Company.
Blake, R.R., & Mouton, J.S. (1976). Consultation. Reading, MA: Addison-Wesley.
Cohen, A.M., & Smith, R.D. (1976). The critical incident in growth groups: A manual for group leaders. San
Diego, CA: Pfeiffer & Company.
Cohen, A.M. & Smith, R.D. (1976). The critical incident in growth groups: Theory and technique. San Diego, CA:
Pfeiffer & Company.
Schein, E.H. (1969). Process consultation: Its role in organization development. Reading, MA: Addison-Wesley.
The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer ❚❘ 237