ABSTRACT
Consultation, as an activity, is not exempt from accountability. We owe it to our employers, to our consultees, and most of all, to the clients to demonstrate that our consultation work has been helpful. This chapter reviews traditional strategies for evaluating individual consultations rather than consultation as a program of services. Hylander addressed the evaluation of consultation as a process in a companion chapter. My choice to center on individual consultation is not to avoid or neglect much needed program evaluation, but to acknowledge that individual consultations must be evaluated and made to be effective before a program of consultation can be shown to be effective.
