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As Peter Block states, the consultant must strive to build the capacity of the clients to make their own assessments and to resolve their own problems (Block, 1999). Resolving issues 2 and 3 will help Urban General to build the capacity to help themselves not only resolve issue #1, but will help them to be better problem solvers for any issue that should arise in the future. The employer/employee relationship is emerging as one of the most important issues that a consultant must face (Boss, 1985). This relationship is a central issue in the above outlined case. Healing this relationship will give the company many more options when issues arise in the future (Dougherty, 1999).
Resolving these three primary issues will pave the way for the company to develop better problem solving skills in the future that they can...
This will translate into an organization that provides better service to its patients and other stakeholders in the future. These issues are the key issues faced by the hospital, and it is the job of the consultant to give them the necessary skills to make themselves into a better organization than existed before these issues arose.
References
Block, P. (1999). Flawless Consulting: A Guide to Getting Your Expertise Used. New York, New York: John Wiley & Sons.
Boss, R. (1985). The psychological contract: The key to effective organizational development consultation. Consultation: An International Journal, 4: 284-304.
Dougherty, M. (1999). Psychological Consultation and Collaboration in School and Community Settings. Australia: Cengage Learning.
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