The Egan Model of Counseling - Essay Example

The Egan Model of Counselling: A Critique The “Skilled Helper” Method of counselling was founded by Gerard Egan, a of Organization Studies and Psychology and Director of the Center for Organisation Development (CORD) at Loyola University of Chicago. He has a PhD in clinical Psychology and applies his knowledge and skills in writing and conducting workshops and seminars in counselling, counsellor education and training, organisational effectiveness, management development, leadership, the management of innovation and change, and organisational politics and culture (Sugarman, 1995). He has shared his methodology in his book, The Skilled Helper, which is currently on its fifth edition. The Egan Model is greatly influenced by the theories of Carkhuff, Rogers, social influence theory and the principles underlying behaviour change. “Gerard Egan decided that he liked the relationship-building practices of the person-centred approach, and some of the challenging practices of cognitive approaches, and the getting-into-action practices of behavioural approaches. Egan carefully stitched together a model consisting of the most useful (in his view) practices of several different approaches, and constructed a stage model of counselling in which the different approaches are utilised at different stages in the counselling relationship.” (Hughes, n.d.) His contribution to the counselling field go beyond the process of communicating, understanding and counselling in the helper-client relationship and may be applied in a vast continuum depending on the degree of how an individual is in charge of his life. At one end of the continuum is the counselling model which provides guidance in certain problem areas of a person’s life, while on the other end of the continuum is the case-management model for people who are not in charge of their own lives and reasonable dialogue is not possible (e.g. clinical cases like certain psychoses). At this extreme end, issues and methods of intervention are explored to most efficiently and effectively help the client or patient. Although Egan’s model is based on theories and research, he is not overly concerned with theoretical or philosophical consistency. The efficacy of the skilled helper is central to its success. “Practitioners of this model are encouraged to select and use skills and techniques specific to the stage of the counselling relationship. Egan termed this type of selection by the counsellor of skills and techniques ‘systematic eclecticism’” (Hughes, n.d.). Egan distinguished systematic eclecticism from what he termed ‘random eclecticism’, where the counsellor has at his or her disposal a broad smorgasbord of skills and techniques that he can make use of as s/he sees fit. This approach is also sometimes referred to as the “toolbox approach”, or the “bag of magic tricks”, and may appeal particularly to the less experienced counsellor (Hughes, n.d.). Egan’s Model is a stage-wise counselling model that goes through three stages. Basically, the first stage involves problem definition and insight. Both helper (counsellor) and client build rapport and trust and explore the identified problem. The second stage further investigates the client’s perspectives using insight-focused methodologies to delve deeper into the core of the client with the help of the counsellor’s trained communication skills that unearth deep-seated issues. More involvement on the counsellor is called for as the processes of self-disclosure, immediacy and confrontation take place. This stage clarifies the perspectives of the client and gets him/her ready for the final stage which now focuses on action strategies, planned from a more objective point of view. The way the “skilled helper” treats the client with full understanding, support and respect may be likened to the Person-Centered theory’s concept of “unconditional positive regard”. Person-centered therapy stems from the theories of Carl Rogers, a noted psychologist who espoused humanistic views in therapy. His non-directive approaches to the therapeutic process raised a lot of eyebrows when it was introduced because it seemed to have thrown scientific techniques out the window and instead focused on the inherent needs of the client as a human being instead of a mere subject of therapy. Egan has stated in an interview with Leonie Sugarman, “We have an awful lot of micro research that is done for the sake of doing it. I agree totally with Carl Rogers when he said in his own unassuming way: I dont find much of the research in counselling and psychotherapy to be that helpful. I do find, however, the thematic dimensions of research quite useful--seeing the same themes emerging again and again in different settings.” (Sugarman, 1995). Thus, the Skilled Helper model assumes some overriding themes and issues shall crop up during the counseling sessions. Like Egan’s model, Person-Centered counselling has great respect for a client’s subjective views and potential for self-actualization. It offers a fresh and hopeful perspective on its views on human nature. The main ingredient to successful therapy is a warm and caring therapist imbued with attributes such as congruence, unconditional positive regard and accurate empathic understanding (Corey, 2005) Such qualities are hard to come by in therapists nowadays. Rogers believes that possession of such qualities in addition to a high level of maturity qualifies a person to practice as a person-centered therapist, as it does not require a specialized training. Being a sensitive and tactful listener who exudes total acceptance of the client can compensate for the lack of formal counseling techniques. In contrast, it is imperative that Egan’s Skilled helper be trained thoroughly in implementing the Egan model successfully. The Egan Model has a lot of similarities with Cognitive Behaviour Therapy. Like the Egan Model, the focus of Cognitive Behaviour Therapy is more on thinking and acting more than just expressing feelings, which was more of the concentration of other kinds of therapies. It deals with the client’s present and not his past, although it acknowledges that his irrational thinking might have come from past negative experiences. The duration of the therapy process is usually short, as it immediately cuts to the core and does away with useless preliminaries. The therapist uses a variety of therapeutic strategies depending on what he decides will work on his particular client. He also delegates responsibility to his client by expecting him to do homework outside the therapy sessions. Homework is aimed at positive behavior that brings about emotional and attitudinal change. Ellis’ Rational Emotive Behavior Therapy (REBT) is considered to be the forerunner of Cognitive Behaviour therapies. Its basic hypothesis is that emotions stem mainly from the beliefs, evaluations, interpretations and reactions to life situations of people. Ellis believes that individuals have an inborn tendency towards growth and actualization but we often sabotage our movement toward growth due to self-defeating patterns we have learned (Corey, 2005). Through therapeutic processes, the client learns skills to isolate and dispute their irrational views which were mostly self-constructed and maintained by self-indoctrination. REBT helps clients replace such irrational views with rational and constructive ones, thus resulting in more productive change in behavior and reactions to situations. The same thing happens in the Egan model, however, the skilled helper has a lot to do with the client’s broadening of perspectives, due to his strategic communication skills that may lead clients to be more enlightened. Although Ellis believes that therapists maintain unconditional regard for the client, he also warns against giving too much warmth to the point of coddling, as it encourages clients’ dependence for approval from the therapist. Maturity is expected of the client as great faith is placed on him that he can change his irrational ways of thinking. In Egan’s model, the client is not “babied”, as the process involves letting the client face his reality with pain, and respectful confrontation which means an “attempt to share one’s perspective and an invitation to take a fresh look at herself and the problem that will lead to a fuller understanding” (class notes). Another proponent of Cognitive therapy is Aaron Beck who agrees that much of our psychological problems are caused by “cognitive distortions” due to our acknowledged human fallibility. Therapists engage in Socratic dialogues with the clients, throwing questions that encourage introspection with the goal of the client arriving at his own conclusions (Corey, 2005). Still another alternative to REBT is Donald Meichenbaum’s Cognitive Behavior Modification. It features client’s self-verbalizations that involve a heightened sensitivity to his thoughts, feelings, actions, physiological reactions and ways of reacting to others. This is very similar to Egan’s Model Stage II, as both counselor and client go through intensive introspections. Clients are also taught more effective coping skills practiced in real-life situations. A client may be considered his own coach because his self-talk reminds him of how he should restructure his thinking and behavior. Meichenbaum also puts emphasis on stress management which can be very helpful to clients when faced with stressful situations not unlike those that caused their flawed thinking (Corey, 2005). Reality therapy is the kind of therapy that makes clients accountable for whatever state of life he is presently in. It is a product of the choices he has made, and so, makes him in control of his own thinking, feeling and behavior (Corey, 2005). It is premised on Choice theory that advocates that we are born with five genetically encoded needs – survival, love and belonging, power or achievement, freedom or independence, and fun. If one need is not satisfied, it becomes a source of instability, and reality therapists teach clients to identify and satisfy that need (Corey, 2005). Reality therapy’s goal is to help clients make the right choices through intensive reflection and introspection guided by realistic questions. Such questions are like bitter pills to swallow, as they force the clients to confront reality and deal with it. Reality therapists are direct, frank and open about their opinions without being intimidating to their clients. The art of balancing confrontation and unconditional acceptance is to be mastered to ensure success. Egan’s model is no different in this aspect. The aforementioned counselling approaches have philosophies which are aligned with that of the Egan model. Premium is given to the client, and effective communication is a tool that helps him/her understand himself and his situation better with the able guidance of the counsellor. In arriving at full understanding, the client becomes ready to act on his current situation. Egan’s model may likewise be applied to organizational development. Organizations constantly undergo changes, especially if it is a dynamic one that goes with the call of the times. Change may be seen by top management as good, as they are the ones responsible for effecting it for the benefit of the company. However, change may draw some workers from their comfort zones, and can cause upheavals that can affect the productivity of the organization, at least, temporarily. It is at times like this when the applied psychologist is called in as a consultant or counselor to resolve conflicts. Applying Egan’s model in organisational groups has focused attention on people functioning in systems (Egan and Cowan, 1979). This has included exploring matters of organisational design, assessment and development (Egan, 1978), and much of his recent teaching, writing and consultation work has been in this domain. Egan has recently produced comprehensive works on system operations (Egan, 1985; 1989a; 1989b). In similar vein to his generic counselling model, he has developed a broad-based working model, Model A, which is a valuable tool for designing, redesigning, facilitating and assessing the functioning of systems (Egan, 1985, p. 5). Similarly, Friendlander (1980) outlines the facilitation of change in organisations: Upon careful analysis of some problems with the organisation heads, the consultant now digs deeper, soliciting opinions and responses from workers of interviews or questionnaires. He likewise does his own observations of the work flow to validate the problems himself. Armed with enough information, the consultant now sits down with everyone concerned for an organizational analysis and discussion. “During the feedback and discussions, the consultant may help group members become more aware of the group process by sharing observations, providing training in communication and in group functioning, or providing brief theory inputs. The diagnosis phase leads to and may include formulating plans for action. Planning includes the location or target within the organization for exploration and change, the people who will participate, time schedules, criteria for accomplishment, temporary protection this effort may require to get it launched, and the expected linkages between this action effort and others in the organisation.” (Friedlander, 1980). The action plan is evaluated, and findings are again shared with everyone concerned as to its success or failure. The whole cycle goes on and on until organisational development (OD) becomes a natural part of the system of changes. The sequence of contracting, diagnosis, feedback, discussion, planning, action, and evaluation is followed and gradually the OD function is "learned" and institutionalized within the organisation (Friedlander, 1980). Egan model basically follows the same procedure, but includes group dynamic activities and discussion of possible themes to the problems at hand. This makes it more interesting, as various strategies are introduced to facilitate organisational development. Egan has proposed three Models for organisational counseling. Model A is the primary model that enables the counsellor and clients to assess the key issues in an organisation to work on and principles with respect to when and how a company is truly performing well. Model B is basically a model for constructive change that may be used as a coaching/ counselling model in the business sense. It targets managers to initiate innovation and change to keep the company updated on what is happening to their industry or else, the company falls behind their competitors. Model C is described as the “shadow side” of organisations that provides a framework for helping managers and other agents of change deal with aspects of the system that are other than rational. (Sugarman, 1995) Gerard Egan seems to have made the development of the Skilled Helper approach in counseling his life’s work, as he has come up with a totally comprehensive package that keeps being improved, honed and polished in every edition of his book. Hermansson (1993) in his research of the Egan model in organisations, says, “It incorporates all of the major elements that are involved when people collect together, to accomplish something, yet it is not overly complex. Whilst each of the variables has behind it empirical and theoretical substance (cf. Egan, 1985), which can be explored and brought to bear on particular issues, an important aspect of the model is its integrated and dynamic qualities.” Effective communication skills of counsellors undertaking consultation work with organizations is a must, however, they likewise need a working knowledge of system structure and functioning, which Egan’s Model A provides. The overwhelming wealth of information Egan’s model provides for counsellors makes it appear to try to do too much that it was not considered to be integrated enough for use in everyday work situations. However, in time, with enough practice (and wisdom!), the effective counsellor would be able to discern which specific ideas or methodologies he/she might be able to appropriately apply from the Egan model in his/her practice. “When complemented by the diverse professional skills that counsellors should have in their repertoire, it is a powerful tool for consultation work. “ (Hermansson, 1993) References Corey, G. (2005) Theory and Practice of Counseling and Psychotherapy, 7th ed. Brooks/Cole, a division of Thomson Learning Inc. Egan, G.(1985) Change Agent Skills in Helping and Human Service Settings. Monterey, Calif.: Brooks/Cole Egan, G., (1989a) Change Agent Skills A: Assessing and Designing Excellence. San Diego: University Associates Egan, G., (1989b) Change Agent Skills B: Managing Innovation and Change. San Diego: University Associates Egan, G. & Cowan, M.A. (1979) People in systems: a model for development in the human-service professions and Education (Monterey, CA, Brooks/Cole). Friedlander, F.,(1980) “The facilitation of change in organizations”, Professional Psychology Vol. 11, No. 3. Hermansson, G. L., (1993) “Counsellors and organisational change: Egans systems model as a tool in organisational consulting”.,  British Journal of Guidance & Counselling, Vol. 21, Issue 2 Hughes, P., (n.d.) Combining Counselling Approaches. Retrieved on June 12, 2007 from http://www.btinternet.com/~p.g.h/counselling_training_combining_counsell ing_approaches.htm Sugarman, L (1995) Action Man: An Interview with Gerard Egan, British Journal of Guidance and Counselling, Vol. 23, Issue 2 Read More