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This article provides a broad perspective on the scope ofcounselling in organisations conceptualised around stress. Twointersecting dimensions are postulated – that of the…
This article provides a broad perspective on the scope of counselling in organisations conceptualised around stress. Two intersecting dimensions are postulated – that of the individual and the organisation, and that of distress and eustress. By means of a discussion of the quadrants thus created, the provision of counselling services, training and consultancy can be conceptualised, re‐evaluated and broadened to include not only prevention and limitation of the effects of negatively experienced stress, but also the cultivation and enhancement of positively experienced stress (eustress).
Examines the widespread pseudocompetence issues which frequently affectcounsellors, psychotherapists and supervisors, and their supervisors andtrainers. Pseudocompetence…
Examines the widespread pseudocompetence issues which frequently affect counsellors, psychotherapists and supervisors, and their supervisors and trainers. Pseudocompetence is defined as the experience of a big difference between people′s own (low) assessment of themselves and others′ (high) opinion of them in their particular field.
The article seeks to differentiate counselling and psychotherapy sothat users can distinguish between different kinds of service provision.Roles, functions…
The article seeks to differentiate counselling and psychotherapy so that users can distinguish between different kinds of service provision. Roles, functions, qualifications, training, areas of competence, distinctive focus and professional organisations are specifically defined for counsellors and psychotherapists. The article similarly but more briefly describes the “core professions”: psychiatrist, psychologist; clinical, occupational and counselling psychologists. Emphasis is placed on areas in common and the value of counselling.
Introduces the cyclic nature of all experience as it is understood in Gestalt terms. Reports on the author′s opinion that in training people in counselling skills to help individuals deal with being made redundant, it is useful to use the idea of a cycle of human experience. This helps practitioners understand the different phases and reactions of individuals to major life events such as redundancy, and also to locate different counselling skills at different points of the cycle.
It is clear from work carried out in psychotherapy and family therapy, that individuals and families get stuck because an impasse develops between a conscious desire for change and an unconscious desire to avoid change. The authors consider how this can apply to groups and organisations. It is assumed that organisations are living organisms with conscious and unconscious processes. Five different ways in which organisations “get stuck” are identified and the interventions appropriate to each particular organisation blockage are described.