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Handbook of Counselling in Organizations

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Handbook of Counselling in Organizations

Michael Carroll & Michael Walton

Pub. date: 1997 | Online Pub. Date: May 31, 2012 | DOI:http://dx.doi.org/10.4135/9781446217009 | Print ISBN: 9780761950875 | Online ISBN: 9781446217009 | Publisher:SAGE Publications Ltd

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Chapter 10: Managing the Counselling Process in Organizations

John Towler

Managing the counselling process in organizations Managing the counselling process in organizations requires considerable diligence and expertise on the part of the counsellor, who needs to be a manager, a consultant, a counsellor who uses brief therapy interventions, a negotiator, a publicizer, a monitor of professional issues and an assessor for both the organization and the individual. The job description should always include ‘the ability to laugh at self and others’! The role is demanding as counsellors need to: Juggle with their multi-faceted roles. Work to maintain the dynamic focus within clearly defined contracts. Work to maintain boundaries and accountabilities. Inform themselves and the organization of how all the parties interact and affect each other. Ensure regular and sufficient supervision for themselves. Because the situation of all parties will always be unique, managing the process will constantly be challenging, often exciting, sometimes confusing and overwhelming. The organizational counsellor will remain ...

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