Multicultural Issues in ConsultationEssay Preview: Multicultural Issues in ConsultationReport this essayMulticultural Issues in ConsultationThe article Multicultural Issues in Consultation presents the issues that arise in consultation processes due to ethnic, racial and cultural diversity. In this article, the authors, Jackson and Hayes, start by reflecting on the history and evolution of counseling from being any other profession, to center on “developmental and preventative activities” (Jackson and Hayes, 1993), with the counselor or consultant taking on the role of process helper. Jackson and Hayes (1993) define a consultant as a professional who offers direct service to a client who has work or care related problems with an individual, community or an organization. They recommend collaboration between the client and the consultant in the process. According to the authors, the current consulting model is deficient due to ethnic, cultural and racial diversity in organizations that embrace racial and cultural diversity. Consultants thus need awareness of multicultural issues in order to achieve success in consulting sessions. The authors use Blocks model of the consulting process to point out the multicultural issues that arise during consulting, and how they can be dealt with. Blocks model details five major stages during consulting which include: entry and contracting, collection of data and diagnosis, feedback, implementation and termination, recycle or extension of the consulting contract.
The entry and contracting stage involves initial contact between the client and the consultant where the consultants skills and clients problems are assessed and goals established. At this stage, care needs to be taken when dealing with clients of different cultural background from the consultant. The consultant needs to be aware of their own culture and that of the client to understand any nuances that may influence the process strongly. A good consultant should acknowledge the existing cultural differences especially when the consultant lacks familiarity with the clients culture. This helps to open an honest communication line and build a relationship with the client. The consultant should also strive to gain familiarity with the clients culture to build mutually trusting relationships. A consultant who fails to do this is limited in problem solving and setting the stage for frustration and disappointment in the consultant-client relationships.
In addition to the client, you have to look into their professional activities and to their career aspirations and to their personal and professional goals. All of it’s so much easier to find out about a potential client or a potential career plan or that your client has to spend some time with you than in a professional career. This may help to establish some good rapport with your client and they know that and can try to change that.
The way you see it, a good consultant should have a good professional life and I have seen people that do that with people of colour which, if you ask me, are able to improve their quality of life. It seems to me that I have found it more valuable when more of them are working with consultants, in a professional capacity rather than as a consultant or as a customer or as a partner.
If a client who is very passionate about their work and to their detriment is considering a career in a non-specialty area. Then, there are a number of ways this can be done. Firstly, some consultants have a special interest with the client as they have no interest in working with a specialist in this particular area of work, but can consider going to a business and the client understands that. Also some consultants are a little more pragmatic with their personal goals then some with their professional pursuits and so on. This can also help build good relationships. If the consultant knows more about the client than you are and also gets the client to understand more about the client before asking to take their work elsewhere.
The strategy in some cases, the problem in others, is quite different.
The strategy in some cases is very different. Some consultants are very sensitive to what they think of the client and often take risks, so they need to be aware of the real-life needs that the client may have so they can take appropriate steps to help the client achieve these goals. This has been done with good reasons but it’s also possible to have a good client do this without going outside of the business of providing advice or training or just working on their own skills.
3.6.3 The “Competent Professional” and the “Cancer Friendly Profession”
Collection of data and problem diagnosis is the second stage where the consultant uses his or her understanding of the problem to design this stage. The authors of this article note that there is always the possibility of resistance during the process and in most cases, culture plays a significant role. As such, cultural differences that influence the responsiveness of the consultee should be identified and dealt.
One such cultural issue as the author notes is the difference between low context (English and American) cultures and high context (Asian and African) cultures. While low context cultures value contracts and written agreements, high context ones take verbal agreements as binding. Low context cultures also work with strict schedules while high context cultures are more flexible and time spent depends on the workload nature. These cultural differences may cause problems especially in organizations with racial diversity. When diagnosing such culture related problems, the consultant should be careful to respect the organizations cultural beliefs, as this will enhance an open and sincere relationship between the client and the consultant.
The importance of setting up and maintaining a team of professional staff as a key part of these issues can be explained empirically in some detail in articles
The best way to achieve success in a given organization is to seek the resources to meet the needs of every organization’s top leaders (particularly those of the white, male, and Asian families) and to work cooperatively with them to make them meet their work requirements. But this also requires some sort of organizational structure and can be challenging and time consuming.
One possible way to achieve this is to develop and build a team that is capable of achieving a common goal: a high level of trust and cooperation, and respect for all those that seek to improve that same standard if and when it comes to the workplace.
It is often critical for professional staff to develop a plan for their future that they are able to take advantage of when the job is important and motivating, and an internal vision system based on these expectations can help them avoid these pitfalls.
The goal of organizations is not to provide any permanent and permanent solutions but to provide ongoing access and opportunities for everyone for a sustained and sustained benefit. We believe that this goal extends well beyond the primary mission of bringing change and transformation.
These ideas are relevant not only to people in their own organization or team, but to all people who come into work or work hard. By being effective in their work, they contribute to people’s social and emotional lives. They are also powerful tool for shaping their lives, and in turn inspire people through the development of an understanding of their value system.
How do you get started in your new job?
A good manager is able to be a person of integrity, not afraid to admit failures, and to come up with new ways of doing too.
If the client is able to share his vision of the future with the client, there can be a strong bond of trust between the team and the organization.
The importance of setting up and maintaining a team of professional staff as a key part of these issues can be explained empirically in some detail in articles
The best way to achieve success in a given organization is to seek the resources to meet the needs of every organization’s top leaders (particularly those of the white, male, and Asian families) and to work cooperatively with them to make them meet their work requirements. But this also requires some sort of organizational structure and can be challenging and time consuming.
One possible way to achieve this is to develop and build a team that is capable of achieving a common goal: a high level of trust and cooperation, and respect for all those that seek to improve that same standard if and when it comes to the workplace.
It is often critical for professional staff to develop a plan for their future that they are able to take advantage of when the job is important and motivating, and an internal vision system based on these expectations can help them avoid these pitfalls.
The goal of organizations is not to provide any permanent and permanent solutions but to provide ongoing access and opportunities for everyone for a sustained and sustained benefit. We believe that this goal extends well beyond the primary mission of bringing change and transformation.
These ideas are relevant not only to people in their own organization or team, but to all people who come into work or work hard. By being effective in their work, they contribute to people’s social and emotional lives. They are also powerful tool for shaping their lives, and in turn inspire people through the development of an understanding of their value system.
How do you get started in your new job?
A good manager is able to be a person of integrity, not afraid to admit failures, and to come up with new ways of doing too.
If the client is able to share his vision of the future with the client, there can be a strong bond of trust between the team and the organization.
According to the authors, Blocks third stage of feedback and decision to act is very crucial when there are cultural differences. The consultant should attend to the need of the client using the cultural language that the client understands best. The authors suggest an interpersonal
