Dougherty (1990) identified four major phases of consultation. This model is known as the

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Multiple Choice

Dougherty (1990) identified four major phases of consultation. This model is known as the

Explanation:
Dougherty’s four-phase framework is described as a Generic Model of Consultation. It’s called generic because it isn’t tied to a specific theory, setting, or professional group; it’s a flexible sequence that can be used across many contexts. The four phases map a practical path for how a consultant works with a consultee: first, establish a working relationship and understand the context (entry/contracting); next, clarify and define the presenting problem with the consultee (problem identification); then collaboratively design and implement interventions (planning and action); and finally monitor progress and evaluate outcomes to decide on next steps (evaluation/termination). This structure supports collaboration, shared ownership of the problem, and ongoing assessment, which is why it’s described as a generic model. Other named models emphasize particular theoretical frameworks or settings—Caplan’s model focuses on roles and approaches within a consultation triad, Schien’s work relates to organizational culture and change, and there are collaborative-style descriptions that don’t specify a universal four-phase sequence. The generic model best fits Dougherty’s identification of four broad, adaptable phases.

Dougherty’s four-phase framework is described as a Generic Model of Consultation. It’s called generic because it isn’t tied to a specific theory, setting, or professional group; it’s a flexible sequence that can be used across many contexts. The four phases map a practical path for how a consultant works with a consultee: first, establish a working relationship and understand the context (entry/contracting); next, clarify and define the presenting problem with the consultee (problem identification); then collaboratively design and implement interventions (planning and action); and finally monitor progress and evaluate outcomes to decide on next steps (evaluation/termination). This structure supports collaboration, shared ownership of the problem, and ongoing assessment, which is why it’s described as a generic model.

Other named models emphasize particular theoretical frameworks or settings—Caplan’s model focuses on roles and approaches within a consultation triad, Schien’s work relates to organizational culture and change, and there are collaborative-style descriptions that don’t specify a universal four-phase sequence. The generic model best fits Dougherty’s identification of four broad, adaptable phases.

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