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    Caplan´s theory of consultation

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    56 views7 pages

    Caplan S Theory of Consultation

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    PrissTink

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    © All Rights Reserved
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    (S) A Review of Gerald Caplan’s Theory and Practice of Mental Health Consultation Danielle W, Mendoza Gerald Capan's Theory and Practice of Mental Health Consultation 1970). considered 0 be a ‘lassie seminal workin the fled of consultation, i reviewed. Fis, the author presen’ Caplan’ seneral definition of consultation along with what may be considered the general prvcples or roceduresofconsutation ThentheauthorpresensCaplan'sproceduresandprincplevat relevant 10 ach ype of consultation. Net each of Caplan’ sour model of consultation is described. Last ‘these four models are compared in terms ofthe profesional role ofthe consulte,the primary gual of consultation, and the target of consultation intervention ‘mental health consultation as put forth in his book The Theory and Practice of Mental Health Consultation. Caplan’s model of ‘consultation was derived from his experience in helping large human setvice organizations deal more effectively withthedifficultclientcases for which they soughtassistance. Atfistartempting tohelpby providing iret client care, Caplan was forced to tur to altemative approaches inthe face of both a shortage of trained mental health care professionals and an overwhelming aumber of client referals. He found that by focusing his attention on increasing the effectiveness of those who requested help in managing their owncases,hisexpert knowledge could be indirectly applied toa larger aumber of client cases than he could possibly attend to directly, In shor, Caplan (1970) developed a style of consultation whereby the expertise of the specialist-consultant could be transferred to con sullees who cither worked directly with clients or designed programs aimed at providing services to clients. To maximize the effects of a limited professional resource, Caplan’s brand of consultation had a dual focus—tohelpthe consultee withcurrent work problems andto increase the effectiveness ofthe consultee in solving simile problems in the future. Caplan’s pragmatic aim, to borrow from an old parable, was not to give a persona fish, stave away hunger fora day, butratheroeach ‘the art of fishing, so that he or she may procure food Fora lifetime. Reflecting on his own personal professional experience, Caplan (1970) outlined several general aspects of his consulting style that seemed critical tothe success of his consultation efforts. In addition to these general elements e noted that four specific types of consultation ‘could be differentiated in terms of identified consulte. focus of inter vention, and primary goals, He labeled these “cliencentered case consultation."* ““consultee-centered case consultation,"” “program= centered administrative consultation," and““consultee-centeredadmin T: following is a summary of Gerald Caplan’s (1970) model of consultation.” ‘This presentation of Caplan’s (1970) consultation models is organ ized as follows. First, Caplan’s general definition of consultation is ‘summarized, Second, the general eps or processes involved iall types ‘of consultation are gleaned from Caplan's books and are summarized ‘Third, the four specific types of consultation listed earlier are individu ally discussed. Finally, the four types of consultation are compared sccording to professional role of consultee, primary goa! of consulta tion, and target of consultation imerveation CONSULTATION DEFINED: GENERAL ASPECTS AND PROCESSES Caplan (1970) specifically defined consultation asthe following: AN process of interaction between two professional persons—the constant, who is a specai, and the cnsulee, whe invokes the consultant's hep with regrd wo a current work problem with which he shaving some dificult and which he hs decided is within the other's area of specialized expertise. The work problem involves the ‘management or eaiment of one or mexe cient ofthe consult or the Planning oF implementation of & program to cater to such chen, (Caplan, 1990.p.19) ‘The goal of consultation, generally speaking, is not only to help consultees deal with their current work problems but also to give ‘information orteach skills that help them o deal effectively with similar problems in the future. Caplan described consultation in light ofthe aforementioned educational goal as “a community method,” because its goal is to spread the application of the specialist's knowledge {through the future operations" (Caplan 1970, p, 20) of those who have sought consultation in relation to their current work problems. Because the goal is to spread the specialist's knowledge, another general aspect of consultation is to prevent the dependency of the cconsultee on the consultant's services. Consultants may avoid depen- dency by keeping consultation bie, limiting the focus ofthe consulta tion 10 one oF a few goals, and developing a relationship with the {consulte in which the latter is respected, supported invited to patici- Pate actively, and expected to retain responsibility forthe actual teat- ‘ment and outcome of the client or implementation of program recommendations. Caplan (1970) called this special kind of retationship with the Consultee & “coordinate relationship.” He believed that this type of relationship was the comerstone of effective consultation. It is charac~ lerized by the coordinate interdependence ofthe consultant and con- sultee, where both collaborate as equal, each owning particular respon sibilities the process of resolving the work problem, This coordination ‘of the effons of both players drives the consultation to beneficial ends ‘Specifically, the consultant is responsible for applying his or her expertise in many professional areas, including psychology, organiza- ‘ional theory, communication, and personnel management to asses the work problem and offer a feasible, beneficial plan of remediation. The Journal of Counseling & Development « July/August 1993 + Volume 71 629 Conwicht © 2001. All Richta Reserved. Mendoza consultee is expected to provide input as a professional in a particular area of human service, a knowledgeable member of his or her work setting and an informant who ean provide the consultant with eitical

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