This article addresses some of the dilemmas generated by social change initiatives faced by Gestalt practitioners and by anyone involved in such efforts (the word practitioner is being used to include therapist, intervener, coach, and consultant). First, a few assumptions are noted, then the term social change is defined, and next the focus is on psychotherapy, which includes a case study of my experience working in a Veterans Administration Hospital. This is followed by an examination of conflict which, if not the cause of social friction, is often an outcome difficult to address. Finally, a set of process-oriented principles that can help guide social change practitioners are offered.

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