International Journal of Group Psychotherapy · 2013 · 16 citations · 5 references
ManagementCounselingOrganizational BehaviorGroup WorkOrganizational ChangeOrganizational DevelopmentCommunication In Group TherapyGroup TherapyOrganizational Change ManagementTherapeutic Factors In GroupsTherapeutic GroupsTreatment GroupsCase Consultation In GroupsChange ConsultantExplanatory Case StudyGroup Counseling ProcessGroup RelationsOrganizational Change ConsultationSocial Relationships With ClientsTherapeutic Uses
The aim of this paper is to provide a model for how elements of group relations and organization development perspectives can be combined in a successful organizational consultancy and to demonstrate through a case analysis what blending the two can look like in practice. The further aim of this paper is to provide readers-group therapists in particular-with an increased understanding of how to use therapeutic skills and theories in organizational consultation. The case study is provided to illustrate actual interventions and depict the use of self-as-instrument as one tool available to organizational change consultants. Throughout the paper, ideas are offered on how to engage organizational clients to work with what is irrational and unconscious as well as what is rational and conscious.
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