Abstract
Abstract The increasing involvement of counsellors as consultants to effect organisational change is considered. The value of Egan's systems model, ‘Model A’, for use in this work, is promoted. A case example is presented to demonstrate how Egan's model can be applied effectively both for the development of a consultation relationship and for organisational change. In the example a counsellor acted as an external consultant to a helping-service agency, using Egan's Model A as the primary tool.
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