Consultation In Schools homework help

Thomas J. Kampwirth Kristin M. Powers

Collaborative Consultation in the Schools

Effective Practices for Students with Learning and Behavior Problems

FIFTH EdITIon

 

 

Collaborative Consultation in the Schools

 

 

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Collaborative Consultation in the Schools

Effective Practices for Students with Learning and Behavior Problems

F i f t h E d i t i o n

Thomas J. Kampwirth Professor Emeritus, California State University, Long Beach

Kristin M. Powers California State University, Long Beach

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Library of Congress Cataloging-in-Publication Data

Kampwirth, Thomas J. Collaborative consultation in the schools : effective practices for students with learning and behavior problems /

Thomas J. Kampwirth, Professor Emeritus, California State University, Long Beach, Kristin M. Powers, California State University, Long Beach.—Fifth edition.

pages cm Includes bibliographical references and index. ISBN 978-0-13-382713-2 (alk. paper) — ISBN 0-13-382713-5 (alk. paper) 1. Educational counseling—United States. 2. Group work in education—United States. 3. Learning disabled

children—Services for—United States. 4. Problem children—Services for—United States. 5. School management and organization—United States. I. Powers, Kristin M. II. Title.

LB1027.5.K285 2016 371.4’220973—dc23

2014035167

10 9 8 7 6 5 4 3 2 1

 

 

I dedicate this text to my wife Frieda; our children, Kathy, Tom, and Ed; and our grandchildren, Alyssa, Shane, Conor, Elise, and Addie Lu,

and our great grandson, Asher.

—T.K.

I dedicate this text to my husband, Mark, and our children Jordan, Cassidy, and Felix.

—K.P.

 

 

ABouT ThE AuThorS

Thomas J. Kampwirth is Professor Emeritus in the Advanced Studies in Education and Counseling Department at California State University, Long Beach. He taught in the areas of special education and school psychology from 1971 through 2004 and was coordinator of the school psychology program for 25 years. From 1980 through 2009 he was a consulting school psychologist for the special education programs operated by the Orange County Department of Education. Dr. Kampwirth served as a special education teacher and school psychologist in numerous districts in Illinois, Arizona, and California. His research interests include aptitude– treatment interactions and consultation processes. He received his doctorate in school psychol- ogy from the University of Illinois in 1968. In 2003, he was given the Lifetime Achievement Award by the National Association of School Psychologists.

Kristin M. Powers is Professor of School Psychology and Director of the Community Clinic for Counseling and Educational Services at California State University, Long Beach. Her research on transition planning, instructional consultation, and disproportional representation in special e ducation has been published in state and national journals. She is Co-Project Director of two Office of Special Education Program (OSEP) grants focused on advanced training in instruc- tional consultation and multi-tiered systems of support. She is a founding board member of the Consortium to Promote School Psychology in Vietnam (CASP-V). She worked as a school p sychologist and administrative assistant for the Long Beach Unified School District (LBUSD). She received her doctorate in educational psychology from the University of Minnesota school psychology program in 1998.

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PrEFACE

Collaborative Consultation in the Schools: Effective Practices for Students with Learning and Behavior Problems was written with two different audiences in mind: university students and practitioners in the schools. University students are likely to be doing advanced work in special education, school psychology, school counseling, or educational administration. Practitioners in schools are currently employed in these professions and are being asked increasingly to help oth- ers, usually teachers or parents, solve learning and behavior problems. In this book, we present the consultation process as a collaborative, problem-solving endeavor designed to assist consult- ees in their work with students who have, or are at risk for, behavioral or learning problems. A key focus is on consultants bridging the gap between research and practice in schools. Whether it is designing an intensive academic intervention, assisting a teacher in improving his classroom management, or developing a transition plan for a student with a low incidence disability, the consultant should strive to initiate evidence-based practices whenever possible. A second key theme to this consultation text is providing interventions that are proportional to the students’ needs. Through data-based system change, schools are redistributing their resources along multi- tiered systems of support (MTSSs), so those in greatest need receive the most intensive help. MTSS (which includes response to intervention [RtI] and schoolwide positive behavior support [SWPBS]) requires collaborative consultation to be successful.

Consultation as a service delivery system in the public schools has increased in popularity since the late 1990s. Prior to 1990, most special and general educators were still expected to deal on their own with whatever problems they experienced in their teaching or management of chil- dren; indeed, those who sought help may have been regarded as unable to deal with the job of teaching and subtly, or overtly, rejected by their peers or supervisors. To a lesser extent, this iso- lationism continues today in our schools and can be a formidable barrier for school consultants. Good interpersonal, problem-solving, and communication skills; the building of trust; and a change in the school culture to be more collaborative can reduce these barriers, as we discuss at length in this text. The goal of collaborative consultation is synergism, wherein the dyad or team produce better results than if each person works in isolation. Adhering to the problem-solving process, including data-based goal setting and evaluation, is critical to achieving synergism.

Since the Education for all Handicapped Children Act of 1977, teacher assistance teams, student study teams, transition planning teams, and individualized education programming teams and a host of other formal and semiformal team arrangements have been developed to meet the needs of students who require some degree of assistance to be successful in school. Indeed, it would be surprising to find a school today that did not depend on its student study team to dis- cuss and develop interventions for students at risk of school failure. These team interactions also meet the needs of parents in their efforts to understand and support their children.

Beyond what takes place in team meetings is a real need for everyday assistance for both special education teachers, who are providing direct teaching services to students with disabili- ties, and general educators, who are charged with teaching students with disabilities in addition to a large cadre of other vulnerable and marginalized students. This text is primarily devoted to helping those who assist special and general educators and support services personnel to deal with the everyday, ongoing challenges presented by underperforming students. Most school per- sonnel are involved in problem-solving student problems case by case, whether formally or informally. Some believe that greater efficiencies and a larger impact can be made by changing how the school operates. MTSSs can happen in a school only when school personnel have learned the value of collaborative problem solving as opposed to isolated work. In an MTSS school, school personnel have a shared sense of responsibility to the students and frequently examine data and discuss how to improve student outcomes. Job descriptions and expectations have changed accordingly. Special education teachers are increasingly leaving their resource room and special day classes to consult with general education teachers. School psychologists are embracing more intervention-based assessments and are taking increased responsibility for assisting in the development and evaluation of appropriate interventions. School counselors are more likely to see if they can be of assistance with some referrals through consultation with teachers and parents in conjunction with individual or group counseling efforts. Mentor teachers,

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viii Preface

vice principals, and others are also seeing their roles expand to include consultation, particularly when engaged in school reform. We hope that the combination of scientifically based practices, practical advice, and case studies presented in this text will assist the reader in providing effec- tive consultation to colleagues and families.

New to this editioN

The fifth edition has been updated significantly. It includes a new chapter (Chapter 8) on transi- tion planning for students with disabilities preparing for adulthood (this chapter is co-authored by Edwin Achola). The main thrust of this revision has been to update the evidence-based prac- tices based on current research and to add video clips to the text and activities to provide addi- tional details and dimensions to the concepts. We also replaced the term response to intervention (RtI) with the more encompassing term multi-tiered systems of support (MTSS) in order to emphasize the parallels between RtI and school-wide positive behaviour support (SWPBS). The fifth edition also provides more information on serving students with autism spectrum disorder (ASD), including a detailed case-study in Chapter 10. Finally, we provide more coverage on how technology can be used in consultation and professional development.

Some additional updates include the following:

• A description and possible implications of the Common Core State Standards for consult- ants (Chapters 1 and 7)

• More information on working with paraprofessionals (Chapter 2) • A list of do’s and don’ts in using electronic communications in consultation (Chapter 4) • Tips for providing legal testimony (Chapter 5) • Information and activities on the Family Educational Rights and Privacy Act (FERPA) and

the Health Insurance Portability and Accountability Act (HIPPA; Chapter 5) • Changes included in the fifth edition of the Diagnostic and Statistical Manual of Mental

Disorders (Chapter 6) • The theory and research on microaggressions experienced by cultural and language minor-

ities (Chapter 4) • An expanded treatment fidelity section has been included, along with a treatment fidelity

assessment observation form (Chapter 3) • An effective instruction observation/feedback form for school-based consultants (Chapter 7)

We think one of the most valuable additions to the text has been the insertion of video clips. Short, 2- to 3-minute video clips introduce the reader to important concepts. Longer clips are contained in the activities. Course instructors or staff members involved in professional devel- opment can show these clips and engage in highly nuanced, relevant discussions. Thus, the fifth edition of Collaborative Consultation in the Schools is an interactive text that prepares students for the demands of school-based consultation like no other text before. In addition, we examined the Educational Testing Services (ETS) study companions for (a) School Psychology, (b) Professional School Counselor, (c) Special Education: Core Knowledge, (d) Special Education: Core Knowledge Mild to Moderate Applications, and (e) Educational Leadership: Administration and Supervision to confirm that the content of this text, including its activities, will support students in acquiring knowledge of many of the topics covered by these exams.

22 Chapter 2 • Consultation Models and Professional Practices

To view a video of this type of negative and positive reinforcement, also known as coer- cive pain control (Rhode & Jensen, 2010) see https://www.youtube.com/ watch?v=OxdtMVww2q0. Because student’s noncompliance or work avoidance is negatively reinforced when teachers remove their demands, Rhode and Jensen (2010) recommend that teachers use precision commands in which compliance is immediately reinforced, and the stu- dent receives a punishment after failing to comply with a request that has been repeated once. Punishment is the delivery of some aversive stimulus or removal of a desired stimulus in order to decrease a behavior (Alberto & Troutman, 2013). While punishment can be effective, it should never be humiliating or painful. Reinforcing positive and competing behaviors (i.e., work completion or compliance) is often both more productive and humane than punishing undesired behaviors.

In some cases, an action designed to be reinforcing, like delivering verbal praise, could be felt as a punishment (the student does not want any attention called to her). This case raises the question, “How does one know whether an adult or peer response to a targeted behavior is reinforcing or punishing?” The answer lies only in a careful study of the data. Is the targeted behavior decreasing as a function of the consequences it elicits? If so, then these consequences are probably best interpreted as aversive or punishing. Are behaviors increasing as a result of the responses that follow these behaviors? If so, then the consequences are probably positively reinforcing the behavior.

Activity 2.3

Watch the tutorial on how to conduct an antecedent, behavior, and consequence (ABC) analysis at https://www.youtube.com/ watch?v=GxcIM8klHuY and complete the

ABC analysis found on the video clip for the target behavior: yelling in the classroom.

Activity 2.4

A teacher tells you that she is concerned about a student who is anxious. What else do you, as a behaviorally oriented consultant, want to know about the child? What are the behaviors

of anxiety? Which can be treated, the anxiety or the behaviors? How might a traditional behaviorist differ from a cognitively oriented behaviorist in his approach to this problem?

BAsic Beliefs undeRlying A BehAvioRAl APPRoAch to consultAtion The behavioral tradition focuses on behaviors that are either observable to the teacher or parent or reportable by the student; it contrasts with the medical-model approach, which focuses on pathology or sickness within the child. Hypothetical constructs and pseudo-explanatory con- cepts and labels, such as attention deficit hyperactivity disorder (ADHD), conduct disorder, or others listed in the fifth edition of the Diagnostic and Statistical Manual of Mental Disorders (American Psychiatric Association, 2013), are not regarded as constructive except for purposes of communication among professional staff members and parents. The behaviorist does not say that a student is out of her seat and running around the room because she has ADHD. Rather, the behaviorist is inclined to say that the student engages in an excessive amount of out-of-seat behavior (operationally defined and usually determined in relation to a norm for a given class- room or other setting) and will help to develop an intervention to change the behavior by changing either the antecedent (adjust difficulty of seatwork, move desk to quiet corner, etc.) and/or consequence events (provide short breaks contingent on work completion, implement a self-monitoring program with a highly desired reward for improved on-task behavior, etc.). To learn if the intervention has been successful, a behaviorist charts the occurrence and dura- tion of out-of-seat behavior or some other targeted behavior. The behaviorist’s goal is to reduce the frequency of symptoms because, as the behaviorist believes, the symptom is the disease (Ullmann & Krasner, 1965).

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AckNowledgmeNts

We would like to acknowledge Edwin Achola’s contributions to Chapter 8. As a co-author of this chapter, his insights and expertise on transition planning are essential to the final product. We would also like to thank the following reviewers of the fifth edition: John D. Hall, Arkansas State University, Cindy Topdemir, University of South Florida, Elena Zaretsky, University of Massachusetts, Boston.

 

 

Brief Contents

Chapter 1 Overview of School-Based Consultation 1

Chapter 2 Consultation Models and Professional Practices 19

Chapter 3 Problem-Solving Consultation in a Multi-Tiered System of Support 50

Chapter 4 Communication and Interpersonal Skills 83

Chapter 5 Legal and Ethical Issues in School Consultation 124

Chapter 6 Consulting About Students with Social, Emotional, and/or Behavioral Problems 137

Chapter 7 Consulting About Students with Academic Skill Problems 173

Chapter 8 Transition Planning 198

Chapter 9 Systems-Level Consultation: The Organization as the Target of Change 214

Chapter 10 Case Studies in Collaborative Consultation 236

Index 251

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ConTEnTS

chapter 1 overview of school-BAsed coNsultAtioN 1 Learning Outcomes 1

Consultation and Collaboration: Definitions, Distinctions, and Characteristics 1

Collaborative Consultation as an Indirect Service 2

Defining Characteristics and Expectations of Collaborative Consultation 5

The Triadic Nature of Consultation 7

The Role of Process and Content Expertise in Consultation 7

Consultation at Different Levels of Problem Severity 8

Recent Changes in Education Affecting School Consultation 9

Common Core Standards 9

No Child Left Behind 10

Individuals with Disabilities Education Act 10

Response to Intervention/Multi-Tiered System of Services 13

The Present Status of Collaborative Consultation in Schools 14

Research on the Effectiveness of School Consultation 15 Summary    16    •    References    17

chapter 2 coNsultAtioN models ANd ProfessioNAl PrActices 19 Learning Outcomes 19

A Rationale for a Model 19

Two Theoretical Traditions 20

Behavioral Paradigm 20

Mental Health Paradigm 25

Functional Consultation Models 29

Conjoint Behavioral Consultation 29

Instructional Consultation 30

Ecobehavioral Consultation 31

Consultee-Centered Consultation 31

Consultation Configurations and Settings 32

Beginning Teacher Support Consultation 32

Professional Learning Communities 33

Collaborating with Paraprofessionals 34

Coteaching for Inclusion 34

Individualized Education Program Team 35

Student Study Teams 37

Roles, Skills, and Activities of School-Based Consultants 44 Summary    47    •    References    47

chapter 3 ProBlem-solviNg coNsultAtioN iN A multi-tiered system of suPPort 50 Learning Outcomes 50

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Steps to Follow in the Consultation Process 51

Establish Rapport 52

Problem Identification 52

Problem Analysis 54

Intervention Development and Implementation 56

Evaluate the Effectiveness of the Interventions and Recycle If Necessary 58

Multi-Tiered System of Support 58

Tier 1: Universal Prevention 59

Tier 2: Targeted Intervention 61

Tier 3: Intensive Interventions 68

Assessment 69

Planning or Modifying Interventions 72

Treatment Integrity 74

Treatment Acceptability 75

Performance Feedback 75

Assessing Treatment Integrity 77 Summary    79    •    References    80

chapter 4 commuNicAtioN ANd iNterPersoNAl skills 83 Learning Outcomes 83

Communication Skills 84

Attending 84

Active (Reflective) Listening 84

Reframing 85

Empathy 86

Keeping a Goal Orientation 86

Asking Questions 88

Potential Difficulties in Communication 90

Evaluating Your Communication Skills 91

Communication Technologies 92

Interpersonal Skills 93

Forging Positive Relationships 94

Conveying Competence and Confidence 94

Projecting the Idea That the Situation Is Going to Improve 95

Following through with Enthusiasm 95

Developing and Maintaining Trust 96

Treating Consultees as Adults 96

Power in the Consultative Relationship 96

Referent Power 97

Expert Power 97

Informational Power 98

The Dominance Debate 99

Resistance 100

Types of Resistance 101

Causes of Resistance 102

Overcoming Resistance 107

xii Contents

 

 

Gaining and Delivering Information 111

The Interview 111

Taking Notes and Keeping Track 113

Delivering Feedback 113

Consulting with Parents and Families 114

Resistance by Parent-Consultees 117

Consultation in Culturally and Linguistically Diverse Settings 117 Summary    121    •    References    121

Chapter 5 LegaL and ethiCaL issues in sChooL ConsuLtation 124 Learning Outcomes 124

The Purpose, Sources, and Importance of Ethical Practice 124

Principles of Ethical Behavior 125

Principle 1: Competence 125

Principle 2: Protecting the Welfare of Clients 125

Principle 3: Maintaining Confidentiality 126

Principle 4: Social and Moral Responsibility 127

Principle 5: Integrity in Professional Relationships 127

Codes of Ethics and Standards for Professional Practice 127

Legal Issues 128

Providing Legal Testimony 129

The Family Educational Rights and Privacy Act and the Health Insurance Portability and Accountability Act 129

A Problem-Solving Model for Dealing with Legal and Ethical Issues 130

An Example 130

Areas of Potential Ethical Conflict 133

Ethical Competencies, Confrontations, and Advocacy 134 Summary    135    •    Four Scenarios for Additional Practice in Ethical  Problem Solving    135    •    References    136

Chapter 6 ConsuLting about students with soCiaL, emotionaL, and/or behavioraL ProbLems 137 Learning Outcomes 137

Introduction to Social, Emotional, and Behavioral Problems 137

Behavior Problems: Reasons and Suggested Interventions 139

Family and Community 139

Classroom and Schools 141

Within-Child Reasons for Behavior Problems 143

Individuals with Disabilities Education Improvement Act 145

Autism Spectrum Disorder 146

Emotional Disturbance 148

Traumatic Brain Injury 149

Attention Deficit Disorder with Hyperactivity 149

Diagnostic and Statistical Manual of Mental Disorders 149

IDEA versus the DSM-V 150

IDEA Mandates on Assessment, Intervention, and Discipline of Students with Behavior Problems 151

Contents xiii

 

 

Functional Behavioral Assessment and Analysis of Behavior 151

Functional Behavioral Assessment 151

Review of Records 153

Interviews 153

Rating Scales 157

Classroom Observations 158

Applied Behavior Analysis 159

Intervention Evaluation 161

Schoolwide Positive Behavior Support 162

Universal Behavioral Interventions 162

Targeted Behavioral Interventions 165

Intensive Behavior Interventions 168 Summary    169    •    References    169

Chapter 7 Consulting about students with aCademiC skill Problems 173 Learning Outcomes 173

Introduction 173

Universal Effective Instruction (Tier 1) 175

Qualities of Effective Instruction 175

Effective Instruction for English Language Learners 177

Effective Instruction for Culturally Diverse and Low Income Students 179

High-Poverty, High-Performing Schools and RtI/MTSS 180

High Expectations and Differentiated Instruction 180

Interventions to Improve Study Skills and Learning Strategies 181

Improving Motivation 182

Targeted Interventions for Academic Problems (Tier 2) 185

Intensive Interventions for Academic Problems (Tier 3) 187

Interventions for Intellectual Disabilities and Language Delays 187

Supporting Students with Health and Sensory Impairments 188

Interventions for Students with ADHD 189

Supporting Students with Mental Health and Behavioral Disturbances 190

Identification and Interventions for Students with Learning Disabilities 191

Data-Based Special Education Eligibility Assessment 192 Summary    195    •    References    195

Chapter 8 transition Planning 198 Learning Outcomes 198

Postsecondary Outcomes for Students with Disabilities 198

Legal Mandates 200

Transition Planning with Students and Families 202

Maximizing the Participation of Students and Families 202

The Transition Planning Process 204

Appropriate Transition Assessments 204

xiv Contents

 

 

Development of Present Levels of Academic Achievement and Functional Performance 205

Measurable Postsecondary and Annual Goals 205

Transition Services 206

Transition Outcomes 207

Collaborative Consultation with Stakeholders 208

Consultation with School Personnel 208

Consultation with Community Members 208

Collaborative Consultation Transition Planning in Action 209 Summary    211    •    References    211

chapter 9 systems-level coNsultAtioN: the orgANizAtioN As the tArget of chANge 214 Learning Outcomes 214

Why Systems-Level Consultation? 215

Macrosystemic Influences on School Innovation 215

Common Core State Standards 216

Statewide Technical Assistance 217

High-Poverty, High-Performing Schools 218

Value-Added Models of Evaluating Teacher Performance 220

Microsystemic Influences on School Innovation 221

School Characteristics 221

Leadership Characteristics 223

Who Initiates Systems Change, and Where Does It Come From? 224

Implementation Teams 224

Professional Development 225

Professional Development and Technology 226

Coaching and Mentoring 226

Data-Team Discussions 228

Professional Development to Promote and Sustain an MTSS 228

System-Change Phases: The MTSS Example 229

Determining a Need and Creating Readiness 229

Determining a Long-Term Vision and Desired Alternative Practices 230

Installation and Initial Implementation 232

Institutionalization 233

Ongoing Evolution 233 Summary    234    •    References    234

chapter 10 cAse studies iN collABorAtive coNsultAtioN 236 Learning Outcomes 236

Introduction to the Cases 236

Case One: Academic Difficulties for Maria 237 Case Two: System Change and Inclusion of Student (Don) with Autism Spectrum Disorder 242

References    249

Index 251

Contents xv

 

 

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1

Overview of School-Based Consultation

Chapter 1

You are the newly appointed resource specialist (or school psychologist or counselor) at Whittier School, a K–6 school in the Bellflower school district. Your job includes being a consultant to teachers, parents, and others about student learning and behavior/adjustment problems. Ms. Jones, an experienced third-grade teacher, stops you in the hallway one day in early October and says, “You’ve got to do something about Johnny B. He really needs a lot of help.” How would you proceed?

Ms. Nguyen, principal of Martin Luther King Jr. High School, wants you to explain your role as a consultant to the teachers. Consider what you may include in a 5-minute presentation at the next teacher staff meeting regarding the purpose of school-based consultation.

Learning Outcomes

1.1 Define the terms consultation and collaboration.

1.2 Summarize multiple characteristics of collaborative consultation.

1.3 Recognize the unique individual roles and interactions that the consultant, consultee, and student contribute to the collaborative consultation paradigm, as well as the fluidity of the consultant/ consultee roles in schools.

1.4 Explain the need for process expertise and content expertise in the role of an effective consultant.

1.5 Distinguish among primary, secondary, and tertiary levels of intervention.

1.6 Summarize the major historical trends in education as they pertain to school-based consultation.

1.7 Describe some of the major research issues related to consultation practices.

How you proceed is a function of many variables, such as your personal philosophy of pro- fessional practice; the expectations of your supervisors and coworkers; and factors such as caseload, established precedents, your reinforcement history, and your training. We believe that a consultation-based service delivery model is, for most referrals and most constituents (that is, teachers, parents, and other consultees), an appropriate and useful approach when used with other service requirements of your position as a special education teacher, school psychologist, or school counselor.

Consultation and Collaboration: definitions, distinCtions, and CharaCteristiCs

Researchers in the field of consultation have worked to refine the definitions of collaborative consultation from the perspectives of the public schools. The definition that best reflects the focus of this text is the following: Collaborative consultation is a process in which a trained, school-based consultant, working in an egalitarian, nonhierarchical relationship with a con- sultee or as a member of a team, assists that person or team in her or their efforts to make decisions and carry out plans that will be in the best educational interests of her or their stu- dents. All the concepts in this definition are found among the definitions listed in Figure 1.1.

 

 

2 Chapter 1 • Overview of School-Based Consultation

Collaborative Consultation as an indireCt serviCe

The initial purpose of the school-based consultation is to provide improved service to a third party, the student. Through the consultation process, however, the consultee’s competence should be enhanced. Thus, consultation is a form of capacity building (Ysseldyke et al., 2012). In schools, the consultee (typically a teacher) usually does most of the in-classroom or

The terms egalitarian and nonhierarchical are important to this definition because consultees, who are usually teachers or parents, are much more likely to engage in the consultation process when they believe they have at least as much input into the planning process as the consultant (Kelleher, Riley-Tillman, & Power, 2008). This is in contrast to an expert stance, in which the consultant develops an intervention plan based on a referral and the consultee is primarily, if not solely, responsible for carrying out the recommended interventions. We do not mean to suggest that consultants and consultees engaged in collaborative consultation lack expertise. Often the consultant is well versed in consultation strategies and is knowledgeable about assessments and interventions; the consultee is often well-informed about the needs and strengths of the student in question. Through collaboration, a better intervention is developed, implemented, and maintained than if either worked in isolation (i.e., collaboration produces synergism). In schools, the roles of the consultant and consultee are not static. A special education teacher or school psychologists could find him- or herself to be a consultant in one conversation and a consultee in the next. In some cases, such as when graduate students are training to become skilled consultants, the consultant may have little knowledge about academic and behavioral assessments and interventions, but by focusing the discussion on finding solutions and documenting outcomes, the consultee arrives at a better place from which to help his or her student.

Activity 1.1

Speak to several people outside your field of  professional interest and ask them what  images or expectations come to mind when they hear the word consultant. What percentage of people use the word expert?

How often do they mention the concept of  collaboration? Also, ask people in pub- lic  schools to define consultation. What is their image of what a consultant does, or should do?

Definitions/descriptions of consultation:

Consultation is a process that “involves professionals collaborating to use information to plan academic or behavioral treatments” (Ysseldyke, Lekwa, Klingbeil, & Cormier, 2012).

Consultation “provides a means for teachers to learn strategies to deal with presenting problems” (Coffee & Kratochwill, 2013, p. 2).

Consultation is a problem-solving process that can be initiated and terminated by either the consultant or consultee . . . for the purpose of assisting consultees to develop attitudes and skills that will enable them to  function more effectively with a client, which can be an individual, group, or organization (Brown, Pryzwansky, & Schulte, 2011, p. 1).

Consultation is “procedurally operationalized through a series of well-defined stages (including problem identification, problem analysis, plan development, plan evaluation), wherein consultees develop and implement coherent, coordinated intervention plans across home and school settings” (Sheridan, Swanger-Gagné, Welch, Kwon, & Garbacz, 2009, p. 477).

Definitions/descriptions of collaboration:

“Interpersonal collaboration is a style for direct interaction between at least two coequal parties voluntarily engaged in shared decision making as they work toward a common goal” (Friend & Cook, 2009).

Collaboration is “a reciprocal relationship and training based on using equally the group leaders’ and the teachers’ knowledge, strengths, and perspectives” (Webster-Stratton, Reinke, Herman, & Newcomer, 2011, p. 509).

fiGure 1.1 Definitions and descriptions of the terms consultation and collaboration

 

 

Chapter 1 • Overview of School-Based Consultation 3

Activity 1.2

Watch this video and discuss signs that synergism is occurring for Kevin.

on-the-playground implementation, and the parent, as consultee, does most of the at-home implementation. The consultant may be involved in teaching the consultee skills so he or she is able to implement the intervention, or the consultant may collect data on how well the interventions are working or data on whether the interventions were implemented, but ulti- mately the consultee is the primary interventionist. In other words, the consultant provides indirect support to students by enhancing the capacity of the consultee, who provides the direct support. Thus, consultation is generally considered an indirect service. Collaborative teaming, such as general education and special education teachers coteaching a class or a leadership team planning the implementation of schoolwide positive behavior support (SWPBS), will involve both direct and indirect services. Yet the same core characteristics of consultation—egalitarian, data-driven, problem-solving, capacity enhancing, and evidence- based—apply to effective teams.

Collaboration refers to a very specific kind of consultation, one characterized by a recipro- cal relationship that is nonhierarchical. Defined in this way, collaboration may seem very differ- ent from forms of consultation practiced in the business, medical, or military arenas; it is not necessary in collaborative consultation that any one person is the expert. This is true because collaborative consultation takes place between or among two or more people, with the role of expert shifting periodically among the participants. For example, a student study team (SST) meeting might involve the regular education teacher as an expert in curriculum and teaching method; the counselor as an expert in explaining how a student’s approach to tasks stems from family and cultural dynamics; the psychologist or special education teacher as an expert in sug- gesting a contingency reinforcement plan, a memory-enhancing system, or a teaching approach that the teacher might use to increase content retention; the student’s mother as an expert in reviewing how she assists and encourages the student with his academic work; and the student as an expert in his interests, learning strategies, and reinforcers. As these participants collaborate with one another in understanding a problem and designing a program, they are sharing their expertise, with each party contributing a varying amount depending on the nature of the referral. A main goal of collaboration is to establish synergism in which working as a group leads to better student outcomes than if each collaborator worked in isolation.

The philosophy of seeking synergism also extends to plan implementation. Although the primary person carrying out the plan is usually either the general or special education classroom teacher, the other team members contribute their expertise in ways appropriate to their training and experience. In the SST case just described, plan implementation might involve the counse- lor working with the parents on ways to improve homework completion, the psychologist assist- ing the teacher in implementing a token economy to improve classwide compliance, the special education teacher providing a targeted reading intervention, and the student self-monitoring and helping the consultee fine-tune the classroom reinforcement system. This example demon- strates how expertise and mutual assistance are the two major components of a collaborative consultation model.

A third major component of collaborative consultation is problem solving. Consultants are employed for the express purpose of solving the learning and behavior problems exhibited by schoolchildren. Generically, problem solving refers to a structured set of steps or procedures intended to assist the consultee in addressing a student academic or behavioral problem. The problem-solving steps may also be applied to identifying and implementing school improve- ment (see Chapter 8). The problem-solving process may take many forms or styles, depending on the nature of the problem, the philosophical beliefs of both consultant and consultee, the constraints or limitations of the setting, the availability of specific kinds of help, and so on. The steps in problem solving are discussed in detail in Chapter 3.

Figure 1.2 showcases the personal view of the first author (Kampwirth) regarding the collaborative consultation method.

 

 

4 Chapter 1 • Overview of School-Based Consultation

fiGure 1.2 Collaborative consultation: Rationale, limitations, and suggestions from the first author

In my way of conducting collaborative consultation, I give a lot of emphasis to the possibility that con- sultees can, and should, be strongly encouraged to think through their own ideas about how to solve the referral problems. This may not seem feasible. After all, if the consultee knew a solution to his referral question, why wouldn’t he just implement it and save time and energy? Also, if the consultee’s referral has been sent to you for your assistance, doesn’t he have a right to expect that you will have, and impart to him, expert knowledge?

My experience has taught me that consultees, both teachers and parents, when faced with relatively difficult problems in learning and/or behavior, sometimes get confused, or stuck, in their thinking. They probably have tried some solutions, and when these haven’t worked, they’ve experienced some level of doubt regarding their usually dependable problem-solving strategies, and they feel as though they don’t know what to do next. Or they have an idea but they just aren’t sure about it, and they would like to discuss their idea with someone else. This someone else becomes their consultant. It is hoped that this person acknowledges the consultee’s experience and expertise by doing at least these two things:

1. Ask the consultee to review what she has done to improve the situation so far, and how these efforts have worked.

2. Encourage the consultee to tell the consultant what she (the consultee) wants to do next. Use questions such as “Given what you’ve told me, and in light of your understanding of the problem at this time, what would you like to try next?” “You’ve tried a number of things so far. What are you thinking of doing tomorrow?” “So far you’ve felt like what you’ve tried just hasn’t been the best solution. What’s next? What do you want to try now?”

I refer to this effort at intervention development by consultees as the ACCEPT method, ACCEPT being an acro- nym that acknowledges the consultant’s philosophy about the consultee’s contributions and that stands for the following behaviors, which, to me, are at the heart of collaborative consultation:

A Acknowledging the consultee’s predominant role in carrying out the planned interventions, usually in his classroom (or home), in the context of that setting, and in his style.

C Commenting positively on the efforts the consultee has made to date in trying to solve the problem, and the effort he is expending now on behalf of the student.

C Convincing the consultee that he has good ideas to offer, and that you, the consultant, would like to hear them.

E Expecting that the consultee will take the lead in the development of ideas if encouraged to do so, and expecting that the consultee will give equal weight to the consultant’s ideas.

P Pointing out possibilities for effective interventions based on the consultee’s ideas. This involves taking his ideas and helping him think through their pros and cons and the details of implementation. In this way, you provide your content expertise in the context of his ideas. When collaborative consultation is working well, the consultant’s role is that of facilitator of the consultee’s ideas.

T Treating the consultee as an equal. One of the hallmarks of a collaborative model is that it brings adults together in an atmosphere of mutual respect. Both are equally expert, both need help from the other, and both give ideas and contribute to the final solutions.

LIMITS TO A COLLABORATIVE CONSULTATION MODEL

This model does not always work as planned. Some consultees seem bereft of ideas, or they appear to be too irritated by the problem to be able to think clearly. Some get in a punishment mode, particularly in regard to serious behavior problems, and they are not able to think positively. Some think only of ways of reacting to a referred student rather than more systemically. Some always prefer to think that someone else (e.g.,  special education, or a more restrictive setting) should take over the student and solve his problem that way. Others are simply deferential to the consultant; they cannot get over the consultant-as-expert idea. They assume it’s easier to get you to solve the problem, to determine the interventions and their implementa- tion. That way, if it doesn’t work, guess who’s to blame? Last, some are too inexperienced, or at least act that way, and they simply need more direct help.

SUGGESTIONS

Collaborative consultation sometimes seems to break down because the ideas from the consultee are inappro- priate in some way. Some teachers and parents have only a limited number of ideas for intervention. When you sense that this is true, the collaboratively oriented consultant most certainly can suggest interventions. My opinion is that it is best to come up with two or three viable interventions, based on best practice, and to ask the consultee

 

 

Chapter 1 • Overview of School-Based Consultation 5

defininG CharaCteristiCs and expeCtations of Collaborative Consultation

The following are expectations about the nature and characteristics of collaborative consultation:

1. The consultant is a trained professional. Consultants can be working in various profes- sions and can include special education teachers, general education teachers, mentor teachers, school counselors, school psychologists, administrators, and nonschool personnel. In addition to their own area of expertise, a consultant is able to engage in a problem-solving process.

2. Establishing a relationship based on mutual respect and trust is essential for successful consultation.

3. The nature of the referral problem directs the problem-solving processes. Chapter 2 lists consultants’ roles and activities; it is common for practitioners to shift among them.

4. The consultant and the consultee both must make a valid effort to engage in the problem-solving process if consultation is to occur. The ultimate power in the consultation process rests with the consultee because she or he is primarily responsible for carrying out the jointly agreed-on interventions. The consultant’s contribution is to provide an objective analy- sis of the referral problem and information useful in intervention design, monitoring, and evaluation. The consultant may use interpersonal strategies to improve the likelihood that the consultee will implement agreed-on interventions.

5. The purpose and the process of consultation interact and must be considered simultane- ously. This is especially true in a collaborative consultation approach in which nonhierarchical, egalitarian positions are occupied by both the consultee and the consultant, who are both involved in idea generation within a problem-solving context.

what she or he thinks of each intervention. Which of the ideas is the consultee attracted to? Which does the consultee seem able and willing to do? The interventions you suggest should meet at least the following criteria:

1. Treatment acceptability: If the consultee doesn’t accept an intervention as something she is willing to do, you either have to be a good salesperson and convince her of its merits through the use of social influence (Erchul & Martens, 2002), or try to modify it. The teacher may agree to try the intervention (possibly under duress), give it a half-hearted try, claim it didn’t work (it probably didn’t), and require you to think of another idea. You never know what interventions meet the criteria of treatment acceptability until you suggest them. What you do know is that, if the intervention is not acceptable to the person who is to implement it, it is not likely that it will ever be implemented as intended.

2. Treatment validity: Is there research support for the idea? Best practices are those that have at least some degree of support, either from the literature or from your own experience or knowledge base.

3. Treatment ethics: The concern here is about the appropriateness of an intervention from the standpoint of the students’ best interests; their dignity as people; probable benefits versus risks; and an orientation toward replacement of, rather than suppression of, challenging behaviors.

4. Treatment integrity (fidelity): Was the treatment implemented correctly? This, of course, won’t be known until the treatment is tried.

5. Treatment effectiveness: Is the treatment working? By what standards? Does it need to be changed? Again, these answers aren’t known until the treatment has been tried for a sufficient amount of time to determine its effectiveness.

It is also important to stick to the referral and not to wander off in other directions. It may be tempting to think that a given consultee needs help in many areas of which he may not be aware. Except in serious cases (abusive behavior toward students; chaotic, dangerous classroom management practices; personal problems that are affecting the classroom), it is best to establish well-defined goals relative to the referral problem, work toward solving them, and let other issues emerge as the consultee feels the necessity of dealing with them. Remember that change is difficult; overwhelming a consultee with your ideas about how to make the classroom or home perfect may be regarded as intrusive and perhaps overwhelming. No one wants assistance from an intrusive person who wants to tell other people what to do. Do a good job helping the consultee with his current concerns and he will get back to you later about other issues, or you can bring them up later.

Last, but nonetheless important, consider the role of family and culture. Interventions that are selected need to be sensitive to the student’s cultural and family background.

fiGure 1.2 (Continued)

 

 

6 Chapter 1 • Overview of School-Based Consultation

6. Systemic variables impinge on the consultant, consultee, and student and must be con- sidered as integral parts of the process. School consultants and consultees always operate within a larger set of conditions, including not only legal and ethical mandates but also societal expecta- tions, cultural norms, district and school-level guidelines, and family concerns. The interventions discussed, particularly at group meetings (such as SST, etc.), need to gain at least tacit approval from all constituents.

7. Consultation is governed by certain ethical guidelines that influence consultant roles as well as the process of consultation. Chapter 5 discusses ethical and advocacy issues in consulta- tion. Practical examples demonstrating the influence of these factors appear in the case studies in Chapter 9.

8. There is an emphasis on record review, observation, and interview as assessment meth- ods (rather than published norm-referenced tests of cognition, processing, and achievement).

9. Collaborative consultation seeks solutions, not labels. The goal is to identify the level of support a student needs within the least restrictive environment. While some students may need special education and related services in specialized settings to be successful, most students who manifest learning and/or behavior problems can be successful in general education with targeted interventions and ongoing consultation support. Whenever possible, it is best to solve problems in the context in which they occur.

10. School consultants must be experts in process (the “how” of consultation; see Chapter 3) but not necessarily in all possible content. For example, a newly minted school counselor with little classroom experience may still be able to assist an experienced teacher with a concern about a student. The school counselor can share her classroom observations, point out patterns in the student’s record, and engage the teacher in the problem-solving steps (described in Chapter 3); the end result should be better than if the teacher had tried to address the problem on his own. The consultant’s job is to facilitate the thinking of these primary-care providers (i.e., parents and teachers serving as consultees) so these individuals can feel empowered to carry out their ideas about how to best assist the student under the guidance and encouragement of the consultant.

11. Occasionally consultees may bring information into the discussion that is more closely related to their personal lives and problems than to the learning or behavior problems of the referred student. The consultant has to be careful not to confuse the consultative relationship by taking on the role of a counselor to the consultee. Decisions about the relevance of any particular piece of information are not always easy to make, but it is usually best to steer the conversation gently back to the appropriate work-related problem. Of course, if the consultant perceives that the consultee does have a personal problem that should be dealt with, whether it is affecting the referral problem or not, she may refer the consultee to a resource where he can get whatever help is needed. Because it is possible for a consultee to have personal issues that interfere with his ability to view the referral problem objectively, the consultant may need to mention any concerns she has to the consultee in a helpful and positive way (Caplan & Caplan, 1993).

12. The goal of collaborative consultation is to improve the functioning of the student while enhancing the capacity of the consultee. In fact, building capacity so that other children may benefit from better teaching, classroom management, and/or parenting is what makes consulta- tion efficient as well as effective.

Activity 1.3

In small groups, discuss the expectations about the nature and characteristics of collab- orative consultation presented above. Are

these essential characteristics and goals? What others might be added?

Formal consultation, in which a clearly defined consultee approaches an identified consult- ant for assistance in a specified space over a specified amount of time, is the exception rather than the rule. Consultations on the fly or via e-mail may be more common. Jacob, Decker, and Hartshorne, (2011, p. 191) wrote, “the role definition, the process of goal setting during consul- tation, the responsibilities of the consultant and consultee, and the parameters of confidentiality” should be discussed prior to offering consultation services. In our experience, however, school- based consultation is generally more informal, although it is a good idea to review the above

 

 

Chapter 1 • Overview of School-Based Consultation 7

Required Interaction

Possibly N o Interaction

Consultant

Consultee Student

C ol

la bo

ra tiv

e In

te ra

ct io

n

fiGure 1.3 The triadic nature of consultation

expectations with school staff members on an annual basis. The more serious the referral con- cern, the more formal the consultation may become. Student study team (SST), individualized education program (IEP), or transition planning or implementation team meetings are examples of where more formal consultations are likely to occur. It is important for these teams to take time periodically to examine the extent to which they are adhering to the above expectations and problem-solving processes. Busy school personnel are keen to work on and, ideally, solve stu- dent challenges, yet the importance of examining how well the consultation processes is working to determine if it could be more effective cannot be underestimated.

the triadiC nature of Consultation

The most common form of consultation in schools consists of interactions among a consultant, the consultee(s), and a student. As Figure 1.3 shows, the consultant and the consultee interact freely in a nonhierarchical, reciprocal relationship. Because the consultant may or may not have any direct interaction with the student, consultation is usually considered an indirect service. However, school-based consultants typically, at a minimum, observe the student in the classroom or other setting (playground, lunchroom, etc.). Often the consultant offers some type or degree of direct service to the student, such as modeling an instructional technique or collecting interven- tion fidelity and/or effectiveness data.

the role of proCess and Content expertise in Consultation

People generally relate the concept or practice of consultation to activities carried out by skilled businesspeople, engineers, and medical professionals, and the public tends to think of consultation in terms of expertness. In the business world, a consultant may be hired to solve a particularly tricky problem in production, merchandising, or taxation. The hiring firm expects that the consultant will have expertise in the area and will propose a solution that has a good chance of working well. For this level of expert consultation, business executives expect to pay well.

One might expect that successful consultants working in the schools with teachers and parents should also adopt a stance of expertise. We take the position that expertness should be expected in the area of process and that it is highly desirable but not sufficient in the area of content. By process, we mean the interactions that occur between the consultant and the consult- ees through which a behavior or a learning problem is approached and solved; it is concerned with how one acts as a consultant. Content refers to the actual ideas that the consultees will implement, such as a behavioral contract, cooperative learning, phonemic awareness instruction, or a token economy; it represents what people will do as a result of consultation. Collaborative

 

 

8 Chapter 1 • Overview of School-Based Consultation

consultation requires expertise in process; without such expertise, the process disintegrates, resistance increases, and consultees become dissatisfied with the consultative approach for deal- ing with their needs and the needs of their students. Consultants’ ability to engage consultees in a productive process may be determined by their interpersonal skills as well as their knowledge of consultation processes. The content consultants are expected to provide includes knowledge of empirically supported intervention. However, the consultee determines what is practical to apply given the context of the referral (Kelleher et al., 2008). As indicated by the definitions, the collaborative approach depends on a degree of mutual expertise in problem solving, resulting in content decisions that are jointly generated and approved by both the consultant and the consultee(s) within a nonhierarchical, reciprocal relationship (Friend & Cook, 2009).

Activity 1.4

Discuss the role of process versus content. Do you think a school consultant needs to have a set of interventions for every problem or issue

a teacher or parent can describe? How might you deal with a consultee who insists on your having answers for every problem?

Consultation at different levels of problem severity

Caplan (1964) described three levels of intervention: primary, secondary, and tertiary. These three levels are also referred to as universal, selective, and indicated (Frank & Kratochwill, 2009); as core, targeted, and intensive (National Association of State Directors of Special Education, 2005); and as Tier 1, Tier 2, and Tier 3 (Sugai & Horner, 2009). A multi-tiered system of support (MTSS) typically incorporates the three levels of interventions, including explicit data-based decision rules for when students need to progress from one level of support to another (Sugai & Horner, 2009). Common MTSSs include response to intervention (RtI) for addressing academic skill deficits and schoolwide positive behavior support (SWPBS) or posi- tive behavioral interventions and supports (PBIS) for addressing behavioral concerns. RtI and SWPBS/PBIS are complementary systems that are implemented, ideally, in concert with each other because behavioral problems often affect achievement, and achievement problems lead to behavioral problems for many students. MTSS is described at length in Chapter 3; however, a quick review of the types of consultation and interventions that may occur at each of the three levels is provided here.

Tier 1, or universal prevention, involves taking action to ensure that students are unlikely to develop learning or behavioral difficulties. Sufficiently sequenced curriculum, effective teaching methods, and explicit classroom rules are all part of universal prevention. Examples of interventions at this level include Success for All (Slavin, Madden, Dolan, & Wasik, 1996), Peer-Assisted Learning (U.S. Department of Education, 2013), and Safe and Civil Schools (Sprick, 2009). Professional learning communities (PLCs) are popular for consulting with teachers on improving their classroom management or teaching methods, grade-level teaming is common for improving universal services at a grade level, and implementation teams are helpful for improving schoolwide functioning. These different types of teams are discussed in greater detail in Chapter 8. Individual consultants may also attempt to improve the general education instruction through coaching or problem-solving consultation. It is not uncommon for a consult- ant who is following up on a student referral to discover that the problem lies not with an indi- vidual student but with the teacher’s poor teaching (i.e., a problem with Tier 1).

Tier 2 or targeted interventions involves actions taken when a student appears to be having difficulties adapting to behavioral or academic expectations. Small homogeneous groupings, parent conferences, in-class modifications, social skills training, and other mild forms of inter- vention are common during this stage. Targeted interventions should involve some type of sup- plemental instruction to teach directly and provide additional practice on the skills the student failed to develop in the primary/universal stage (Gersten et al., 2008). Often the consultation at Tier 2 takes place at a formal SST meeting.

The referral problems are more serious at the Tier 3 or intensive level; major steps need to be taken (e.g., one-on-one or very small group, targeted instruction; reading recovery; special education services; alternative education). Those concerned with the student’s welfare need to

 

 

Chapter 1 • Overview of School-Based Consultation 9

consult with each other and develop plans collaboratively that are in the best educational interest of the student. Typically this collaboration occurs with a schoolwide team, such as the section 504 team or an IEP team, which develops individualized, daily, and closely monitored interven- tions. Wraparound services (Eber, Nelson, & Miles, 1997) that involve out-of-school agencies such as community mental health, respite services, and social services are also examples of col- laborative efforts at the tertiary level.

In a school setting, most referrals for consultant assistance are for either Tier 2 or Tier 3 interventions, which is unfortunate. More emphasis on preventive programs, especially for stu- dents who are at risk, has been recommended for decades (Meyers & Nastasi, 1999). However, pressures to deal with current severe problems, combined with inadequate staffing ratios, have slowed the impetus to a prevention-oriented service delivery approach. Bergan (1995) observed that this may be true partly because no specific funding exists for universal prevention services, while funds do exist for placing and supporting students in special education services. Although the 2004 reauthorization of special education law now allows a portion of federal funds for spe- cial education to be used for universal prevention purposes, there is no mandate to do so.

Once plans for any of the three levels have been developed and are being implemented, the role of the collaborative consultant becomes largely one of monitor and evaluator. The teacher or parent consultee will need some assistance in implementing the intervention with integrity and collecting progress monitoring data. Ongoing evaluations of the fidelity and effectiveness of the interventions are necessary to ensure that the desired outcomes are attained.