process_consultation_revisited_building_the_helping：过程咨询，重新建立的帮助.pdf

Process Consultation Revisited Building the Helping Relationship Edgar H. Schein Process Consultation and the Helping Relationship in Perspective In this chapter I want to summarize, comment on and reflect on what has come before. Some of the questions I want to address were stimulated by the detailed feedback from my colleague, Otto Scharmer and his wife Katryn who read the manuscript carefully and thoughtfully. I am grateful for their suggestions. I also benefited greatly from the reviews of four colleagues – Dick Beckhard, Warner Burke, Michael Brimm, and David Coghlan. Their thoughts and suggestions have been incorporated into this volume and have strengthened it greatly. What then is to be said in a concluding chapter? First, I want to revisit the ten principles of process consultation because I find them increasingly helpful as a diagnostic of where I have gone wrong when things do not work out as I expected them to. Then, I want to take up some remaining issues, especially pertaining to the teaching of process consultation. Ten Principles as the Essence of Process Consultation In reflecting on process consultation and the building of a “helping relationship,” the question arises: where is the emphasis or the essence that makes this philosophy of helping “different”? Why bother to learn all of this stuff. In my reflections on some 40 years of practicing “this stuff,” I have concluded that the essence is in the word relationship. To put it bluntly, I have come to believe that the decisive factor as to whether or not help will occur in human situations involving personality, group dynamics, and culture is the relationship between the helper and the person, group, or organization that needs help. From that point of view, every action I take, from the beginning contact with a client, should be an intervention that simultaneously a