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.
Schein, E. (1997), "The concept of “client” from a process consultation perspective: A guide for change agents", Journal of Organizational Change Management, Vol. 10 No. 3, pp. 202-216. https://doi.org/10.1108/09534819710171077Download as .RIS
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