A critical review of the multicultural counseling literature revealed 4 limitations of previous conceptualizations of cultural sensitivity. These limitations are definitional variance, inadequate descriptions of indicators of cultural sensitivity, a lack of theoretical grounding, and limitations in measurement and research designs. After these limitations are explored, cultural sensitivity is defined as a distinct perceptual process. A model of cultural sensitivity is proposed that contextualizes the construct in perceptual schema theory. Five possible nomological processes are described. Implications for future research are discussed.

The Multicultural Program Development Pyramid is a five-tiered framework outlining stages of multicultural counseling training (MCT) program development. The pyramid is intended to serve as a guide to help program developers formulate their own unique MCT programs. The pyramid lays out a path of critical choice points in MCT development, beginning with the generation of an explicit philosophy of training and proceeding through the stages of identifying training objectives, selecting instructional strategies, choosing from among several proposed program designs, and evaluating the program. Use of the pyramid encourages the critical examination of a full range of choices at each stage. Implications of the pyramid for current MCT, the scientist-practitioner model, and the future of MCT research and development are discussed.

Gerald Caplan's Theory and Practice of Mental Health Consultation (1970), considered to be a classic seminal work in the field of consultation, is reviewed. First, the author presents Caplan's general definition of consultation along with what may be considered the general principles or procedures of consultation. Then the author presents Caplan's procedures and principles as relevant to each type of consultation. Next, each of Caplan's four models of consultation is described. Last, these four models are compared in terms of the professional role of the consultee, the primary goal of consultation, and the target of consultation intervention.

Successful consultation relies on the consultant's ability to conceptualize the operations of the total organization. An overview of the theoretical and practical applications of the construct "organizational effectiveness" (OE) is presented in relation to consultation. Barriers limiting earlier conceptualizations and applications of the construct are identified and discussed. A model of OE that melds open systems, organizational, and consultation theories is presented as a tool for guiding maximally beneficial consultation interventions. The implications of this model for consultation practice, advancing theory and research, and professional ethics are discussed. . . . excellent companies were, above all, brilliant on the basics. (Peters & Waterman, 1982, p. 13) C onsultants often fail to envision the "big picture" or the grander scheme of operations in organizations. This is true even among the most experienced consultants. By failing to see the big picture, consultants reduce the likelihood that their consultation will be beneficial. For example, consultants may use intervention strategies that are counterproductive, arrive at an inaccurate assessment of an organization and its relationship to other systems, overlook important areas requiring intervention, miss key evaluation criteria, and make proposals that solve problems in the short term but not in the long term.To grasp the big picture, we contend that consultants need a wellgrounded conceptualization of organizational effectiveness (OE). Such a conceptual framework must simplify the complexity of the total organization, identifying general elements and processes that contribute to effective functioning and hypothesizing how these systematically relate to one another. We believe that most consultants, unfortunately, have no such conception or a flawed conception of OE.Metaphorically speaking, approaches to consultation that are loosely grounded, atheoretical, or generic result in "visual disabilities." Consultants lacking a well-grounded framework of OE engage in consultation with myopia, tunnel vision, distorted vision, partial vision, or, in the worst case, no vision at all. A well-grounded conceptualization of OE, on the other hand, can correct optical illusions and blindness by broadening the field of vision as well as bringing into sharper focus important details that otherwise would be indiscernible to the consultant. Furthermore, the framework can direct the consultant's sight to elements of the organization that are critical to its effective functioning. To complete the metaphor, the framework can act as a corrective lens, a source of illumination, and a guiding light.Open systems theory is perhaps the most extensively applied framework to consultation (e.g., Dougherty, 1990;Gallessich, 1982;Kurpius, 1985). It also may be the best framework available to assist consultants in conceptualizing the total organization. The theory certainly has been fruitful in expanding our understanding of how organizations operate. It has also provided a mean...

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