ABSTRACT
We particularly focus on the difficulties that consultants encounter when staying with a required consultee-centered model. First, we describe the program, the administrative structure and then present four different consultation cases. The first two cases are examples of how the consultant manages to main-tain the consultation relationship, without taking steps into the organization, but enhancing the consultee’s ability to take the necessary
contacts. The third and the fourth cases are examples of severe breakdown among those who cooperate in the program requiring the consultant to ask the coordinator for help. After resolving the impasse, the consultant returns to his or her role as a consultee-centered consultant.
