Comments to: crs@uvm.eduReviewed as of 4/20/98
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CONSULTATION
Successful problem solving is not just a matter of knowing the
right technique for each step of the process. The overall tone is
at least as important. A comfortable, cooperative, and energizing
group setting is a very helpful ingredient for good problem
solving. Such a setting might be created by a charismatic
facilitator standing before the group with newsprint and felt pen,
or it might involve as few as two people talking quietly together.
By paying attention to this interpersonal dimension of problem
solving, human beings can become much more helpful to each other
than we usually are. And a training coordinator can sometimes do
as much for a group's problem-solving capacities by helping to set
up good problem-solving relationships as by studying and
communicating the many specific techniques that are in the problem
solver's bag of tricks.
The essential ingredients for a consultation are a problem poser,
one or more consultants, and some time. The problem poser poses
the problem and what happens next depends on your approach to
consulting.
þ A problem solver or expert consultant takes over the
problem and goes to work on it. It's like when a harbor
pilot takes over from a ship's captain and brings the
vessel safely into port. Someone with technical skills
or a developed ability to solve problems takes over for
a period of time. The immediate problem may get solved,
but there is no particular attention to leaving the
skills behind.
þ A good listener may seem to be the most passive and least
helpful kind of consultant. That's not necessarily true.
Active listening--attempting to absorb and comprehend all
that's said, giving good eye contact and a sense of
friendly concern and support--is hard work; it can also
be very productive. It provides the problem poser a
chance to think out loud and an assurance that there will
be no put-downs, but also no running away from the
problem, during a specific period of consulting. Since
inexperienced consultants are prone to be too helpful--
giving advice, talking about similar problems they have
faced, etc.--it is often a good idea to require the
consultants to say nothing, and it is often surprising to
consultants and problem posers how helpful that can be.
þ A problem-solving partnership is a common approach to
consulting. The consultant doesn't take the helm away
from the problem poser but instead shares in the process
of developing solutions. Consultants can bring in fresh
ideas, a new perspective on the problem, and new
strategies for tackling it. The problem poser is the
expert on describing the situation and deciding whether
a solution is workable.
þ A process consultant refrains from sharing possible
solutions and instead suggests strategies or thinking
processes that may be helpful. The process consultant
may also give detailed suggestions on how to make a
particular problem-solving strategy work. It is assumed
that the client knows the situation best and can come up
with the best solutions himself if given guidance and
suggestions on procedures. Brainstorming is one of many
techniques that a process consultant might suggest. Some
process consultants identify and work with the
interpersonal conflicts or tensions that can get in the
way of effective problem solving.
Comments to: crs@uvm.edu
Reviewed as of 4/20/98