By David Campbell
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Extra resources for A Systemic Approach to Consultation
They are not sure what is happening. Consultant: Ted, are you aware that Jim has a problem feeding back to his staff and feels they are not having enough information? (The consultant has now shifted from Jim to Ted, the senior manager, in Pt. 5 DEVELOPMENT CONSULTATION 45 order to explore the connection between the two levels of the system. Clearly, if Ted is not aware of this, it will support thehypothesis that there has not been sufficient feedback between these levels. If Ted is aware of the problem, then Ted and Jim may be allied against a higher level of the organization.
We would also try to include people from these three levels in our interview if possible. If it were not possible for these people to attend, we would ask questions about their beliefs and the effect they have on other levels. If we only think of two-person systems, there are not so many possibilities for different interpretations of feedback, and interaction trends to be more stereotyped and repetitive. It is consequently more difficult to explore the meaning of behaviour. In two-person systems, the relationship tends to become polarized.
It is consequently more difficult to explore the meaning of behaviour. In two-person systems, the relationship tends to become polarized. For example, a working relationship may become either very loyal or very oppositional; this is part of the explanation for limited feedback. The pair can become too connected to challenge each other and create differences, or too oppositional to be connected and see similarities. We would see this as two extreme ways to maintain a relationship. If organizations are going to develop, there has to be difference, variety and new ideas.