Attentive look may exert pressure on the client to continue talking

The reflective or mirror statement

Several strategies are used by non-directive counsellors. Silence accompanied by an attentive look may exert pressure on the client to continue talking. So, too, does the non-committal Um-hmm, which shows interest and understanding but provides no input. The reflective or mirror statement, which paraphrases the last comment made by the interviewee, also encourages .one to continue. But the most imponant and most difficult su'ategy is to pose questions which provide the Client with some insight into her or his problem. Usually it takes training and a great deal of experience to become proficient at this son of probing questioning. The interviewer must have insight into the client's problem, and tluough her questioning she must lead the client to that same insight and to a solution for the problem-two very difficult tasks. When handled properly, this type of interview has been found extremely effective in handling employee problems.

Despite its advantages, the non-directive approach is not without restrictions. It is an expensive method in telms of the time it requires and the 'expensive of training competent counsellors. It places considerable responsibility upon the client, assuming him to be motivated to achieve a solution to his problem, to have the insight to ultimately understand his problem and find a solution, and to have the emotional capacity to deal with the problem. Still, the benefits of the non-directive method seem to greatly outweigh any drawbacks it may have.

Closing: The manner in which the counselling interview is closed is as important a determinant of its success as are each of the preceding stages. If the interviewee feels as though she is being rushed out the door, that the interviewer has given her all the time she is worth or that the interviewer's appearances of caring about the client has been an act, any progress made up to
that point may be lost. Moreover, if problems again arise, the client may be reluctant to return for further counselling. Thus the interview should close when boh client and interviewer feel psychologically comfortable 10 losing-it should be neither rushed nor drawn out by discussion of irrelevant topics. Although we all tend to seek a neatly tied package at the interview's close, that often is impossible; reorientation often does not occur until some later time. It may therefore be unrealistic and artificial to try to pull together all that has occurred; rather; we should encourage the client to continue grappling with the problem in light of our conservation' and to return whenever she or he feels the need. On this positive note the interview should end

The counselling interview is by no means a cure-all for employee problems. Counselling in many cases is' a rather indequate measure because .it 'returns the client to the environmet which may have caused her or his problems in the first place. In such cases lasting change may be attainable only through some changes in the environment, not through any advice we can offer. Often it is appropriate to discuss such cases with management and to suggest changes we feel might be helpful. In any case, the counselling interview must be handled with care.