Cognitive Behavioral Therapy For Organizational Consultants

Written By: Dr. Russ K. Decker

Cognitive Behavioral Therapy is a form of therapy combining two very effective forms of psychotherapy – cognitive therapy and behavioral therapy.  The basis for this approach suggests that behavior is maintained through a response to stimuli, activating brain chemistry to either reinforce or extinguish responses.

Cognitive Behavioral Therapy is the by-product of the cross-fertilization of various therapeutic models.  CBT, which was inspired by the work of Albert Ellis (1962) and Aaron Beck (1976) focused on the need to change ones attitude to promote and maintain effective behavior modification.  Looking at its origins, behavior therapy is rooted in the stimulus/response research of Ivan Pavlov, the Russian physiologist who developed the idea of conditioned and unconditioned stimulus and response. 

The greatest contribution by far to CBT came from B.F. Skinner’s research in operant conditioning, or voluntary responses as opposed to involuntary reflexes. Skinners research found that the frequency of an operant or voluntary response is determined by its consequences.   Responses that are positively reinforced will be repeated more frequently.  Responses that are punished or ignored will be extinguished (Nichols & Schwartz, 2004).

While the aim of behavioral therapy is to weaken the patterns or connections between difficult situations and the habitual reactions to them, cognitive therapy teaches specific patterns of causal symptoms – by giving you a distorted picture (cognitive distortion) of what’s happening in that situation.  These distorted ways of looking at yourself and others cause feelings of anxiety, depression and anger for no real reason. Additionally, it causes poor decision-making regarding those actions (Bush, 2004).

The combination of both cognitive and behavioral therapy produces a powerful tool for stopping symptoms, maintaining desired behaviors and creating a more satisfying life.

The Role of Consultant /Coach

As with most models, the alliance between the organization and the consultant is important.  Utilizing CBT, the consultant takes an active role in problem solving by providing a thorough diagnostic workup at the beginning to pinpoint specific behavior phenomenon.  This step is vitally important in CBT because the consultant along with the client will later determine what actions were reinforcers and what actions were extinguishers.  Together, the consultant and client examine the results and devise a plan to implement.

In many ways CBT resembles coaching.  The consultant coaches executives and managers to identify, evaluate and respond to change schemas. The consultant uses a variety of techniques to change thinking, mood, and behavior.  Strategies such as Appreciative Inquiry, Socratic questioning, guided discovery, task assignments and Gestalt techniques are also incorporated into the CBT approach.

Consulting will vary considerably according to the individual client.  Some factors influencing the outcome are: the nature of the problem, the goals, the ability of organizational alliance, the motivation for change, the previous experience with change applications, and the preferences for change management.

Assessment

The emphasis on consulting will depend upon what has been determined upon completion of assessment. Furthermore, careful and detailed assessment is necessary to clarify the baseline frequency of problem behavior to provide accurate feedback regarding the success of the plan.  As an example is, during assessment it is determined that the client is inclined to have a spiritual dimension in their organization.  This information may be helpful when determining what operant conditioners will work to reinforce desired behaviors.  It may also be an important factor in the joining process between consultant and client.

Gender issues must also be addressed during assessment upon plan development.  The clients core beliefs or schemas in regard to gender could become problematic during this period if not addressed.  If a client has automatic thoughts based on arbitrary reference, bias can sabotage change outcomes.

Systemic Diagnosis

Communication is the most important skill for systemic thinking. It is important for the consultant to understand how the organization communicates, especially about problematic issues. Communication can be observed, and measured through quantified and qualified assessments.  When organizations improve communication skills, the rewards or relating increase to create effective stimulus control.

Conflict resolution is another important systemic diagnosis in CBT.  All organizations face conflicts.  Therefore, a crucial skill in maintaining harmony is the ability to systematically cope with conflict as it occurs.  Recognizing this, CBT focuses on teaching problem-solving skills to resolve conflict (Nichols & Schwartz, 2004).

Intervention & The role of the Consultant

CBT emphasizes collaboration and active participation on the part of the consultant.  During the Entry Phase the consultant might guide the client in listing their mission and set goals.  The consultant is paying particular attention to the obstacles that prevent the client from problems solving.  Together the client and consultant decide on the goal, how often they are to meet, and what goals the client is to complete between meetings.  Initially the consultant takes more of an active role in suggesting and problem solving.   As the client becomes more trusting and socialized in the process, the consultant encourages the client to become more and more active in the process.  The client will eventually decide what is important to talk about, identify distorted thinking patterns, summarize their own important points and come up with personalized goals (Beck, 1995).

Through intervention, shaping occurs.  The client becomes the consultant, which tends to build on relapse prevention.  The consultant educates the client about the nature and discourse of the change models and processes.  The client learns to recognize that their thoughts influence their emotions and their behaviors.  With the assistance of the consultant, the client learns to identify and evaluate own thoughts and beliefs.  The client is encouraged to write down and record important ideas or concepts learned to promote new understanding for the future (Beck, 1995).

Summary

The basic premise of Cognitive Behavioral Therapy is: 
1) When one learns to change the contingencies of reinforcement, the behavior will change. 
2) This model provides a clear structure and focus to organizational development.  
3) The emphasis is on teaching clients applicable learning skills to resolve problems.  
4) The aim is to help organizations identify behavioral goals, learn techniques for achieving those goals, and facilitate change.