PROBLEM DEFINING AND THE CONSULTING-INTERVENTION PROCESS

Not defining the organization's problems correctly before various change methods are designed and implemented is seen to be a major pitfall of most consulting/intervention efforts. Usually each consultant assumes that his or her specialty defines the nature of the problem. In order to overcome this critical deficiency, a number of guidelines and methods are proposed to involve the consultants and organization members in conscious, effective problem definition. © 1979, The Regents of the University of California. All rights reserved.