The concept — and the practice — of process consultation is enormously influential among students of organizational behavior. In this paper, Professor Schein describes the process that he went through to develop the process consultation approach. He focuses particularly on three ideas: helping as a general human process; the choices that helpers must make, as well as the assumptions that various choices rest on; and the importance of training clients to become helpers themselves.
1. E.H. Schein and W.G. Bennis, Personal and Organizational Change through Group Methods (New York: John Wiley & Sons, 1965).
2. W. Bion, Experiences in Groups (London: Tavistock, 1959).
3. E.H. Schein, Process Consultation: Its Role in Organization Development (Reading, MA: Addison-Wesley, 1969);
E. H. Schein, Process Consultation Volume II: Lessons for Managers and Consultants (Reading, MA: Addison-Wesley, 1987);
E.H. Schein, Process Consultation Volume I: Its Role in Organization Development, rev. ed. (Reading, MA: Addison-Wesley, 1988).
4. E.H. Schein, Organizational Culture and Leadership (San Francisco: Jossey-Bass, 1985).