„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

Contracting as a Process
Contracting can be seen as a dynamic process along a time line, as opposed to a single
event. The facilitator and client begin with a “directional” contract, part of which may
include the intent to recycle the contract: “In six weeks we will review the contract and
update it.” Thompson (1974, p. 31) refers to “process contracting” and states that “the
original ‘contract’ can be an agreement to work together to progressively define the
relationship and to communicate desired ‘changes’ to one another as each party sees
more clearly the development of its interests.” Part of contracting as a process is
defining the relationship; one vital aspect of this is keeping the other parties involved in
the contract explicitly informed of any changes.
Contracting as a Tool
Contracting is also a useful tool that can be used at various levels. At one level, the
intrapersonal, an individual experiencing an inner conflict may use the model as an aid
in deciding on strategies that will result in clarifying and eliminating the conflict.
A second level of contracting involves two or more people. For example, in a group
setting, one person may feel that she dominates the discussion and may make a contract
with other members of the group that (1) they will tell her when they experience her as
dominating the discussion and that (2) she will check with them when she experiences
herself as dominating the discussion. A third level of contracting may be between the
facilitator and the client, group, or organization. In this case, contracting may involve
specifying issues such as time commitments, finances involved, or group-maintenance
issues.
TWO APPROACHES TO CONTRACTING
Two general approaches to contracting can be useful as guidelines. The first approach
concentrates on establishing the relationship between the client and the facilitator. The
second approach attends to defining the relationship between the client and the problem.
In this approach, the facilitator assists the client in moving from A to B. Although there
is a great deal of overlap between these two approaches, they are presented separately.
Depending on the setting, the facilitator may find one approach or the other more useful.
Negotiating the Relationship
A basic structure (Steiner, 1971) for using contracting in therapy can be used for
negotiating roles, expectations, and mutual benefits in nontherapy settings as well. There
are four requirements for this negotiation: (1) mutual consent, (2) valid consideration,
(3) competency, and (4) lawful object.
Mutual consent means that both parties have an adequate understanding of the
agreement. What both want and expect from the relationship should be clearly detailed.
The facilitator needs to provide the client with possible time involvements, financial
The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer ❚❘ 323