Attribution Process of the Organisation Development Consultant: Correct Practice or Manipulation?

Abstract

The degree of direction expected from a consultant is a concern for client and consultant. Indeed, clients often put consultants into an expert role and subsequently determine whether to take the preferred advice. Consultants, on the other hand, tend to downplay their expertise and the desire for direction, preferring rather to provide a client with a number of choices. Neither position is completely accurate. This author contends that consultants attempt to move clients in a preferred direction through the use of various attributions, which focus client attention, provide a basis for evaluation and permit the client to find meaning in a situation. Finally, these attributions allow the client to redefine his or her needs, values and preferences.

Citation

Dickson, J.W. (1982), "Attribution Process of the Organisation Development Consultant: Correct Practice or Manipulation?", Personnel Review, Vol. 11 No. 1, pp. 15-19. https://doi.org/10.1108/eb055448