ABSTRACT

This chapter is an attempt to develop a critique of the Personal Consultancy model in its current state of development. Given that the model is relatively new, and that the only available literature on the subject originates from the authors themselves, it seemed useful to include some other voices in this, the first book on the subject. To that end, there are a number of chapters included here from colleagues who have pioneered the approach (or some aspects of it) in a variety of contexts. My brief is to offer some ideas about what might be the strengths and limitations of the model and to raise some questions from the perspective of a ‘critical friend’. I certainly feel well qualified for the ‘friend’ aspect in that one of the authors is a much valued colleague at the University of East London and I am married to the other. In terms of being ‘critical’ I also feel well placed. I have had many interesting conversations, discussions and some disagreements with both authors. I think they are onto something with this model and I think there is a momentum around at this time related to the kind of practice it addresses. But, at the same time, no model is perfect. I hope that what I have to offer will be helpful to the authors – I am confident that both see the model as something which will continue to be developed and refined.