Heron’s Six Categories of Intervention

Understanding How to Help People More Effectively

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At work, in whatever role or industry, most people deal daily with others who need their help, support, advice or expertise. Precisely how you deliver that "help" determines its success and also impacts the relationship you build with the person you are helping.

John Heron's framework provides a model for analyzing how you deliver help. His model identifies six primary categories or styles of helping intervention. Based on studies in counseling, his categories became widely used to study and train health and education professionals.

However, more recently, business professionals – managers, supervisors, coaches, consultants, sales people – have used the six-category model to learn and improve how they interact when helping their employees, team members, clients and customers.

This article helps you understand Heron's model so that you can use it to improve your business and management communication skills and so improve the outcome of the help you offer.

Understanding the Model

Heron's model has two basic categories or styles – "authoritative" and "facilitative". Those two categories further breakdown into a total six categories to describe how people intervene when helping.

If a helping intervention is "authoritative", it means that the person "helping" (often a manager or supervisor) is giving information, challenging the other person or suggesting what the other person should do.

If a helping intervention is "facilitative", it means that the person "helping" is drawing out ideas, solutions, self-confidence, and so on, from the other person, helping him or her to reach his or her own solutions or decisions.

Authoritative

• Prescriptive
• Informative
• Confronting

Facilitative

• Cathartic
• Catalytic
• Supportive

Authoritative Interventions
These are:

• "Prescriptive" – You explicitly direct the person you are helping by giving advice and direction.
• "Informative" – You provide information to instruct and guide the other person.
• "Confronting" – You challenge the other person's behavior or attitude. Not to be confused with aggressive confrontation, "confronting" is positive and constructive. It helps the other person consider behavior and attitudes of which they would otherwise be unaware.

Facilitative Interventions
These are:

• "Cathartic" – You help the other person to express and overcome thoughts or emotions that they have not previously confronted.
• "Catalytic" – You help the other person reflect, discover and learn for him or herself. This helps him or her become more self-directed in making decisions, solving problems and so on.
• "Supportive" – You build up the confidence of the other person by focusing on their competences, qualities and achievements.

How to Use the Model:

You can use the model to look at the way you communicate in different "help" settings at work. If you habitually one or two styles, the model will help you learn and use more of the styles, and so improve your impact and the outcome of the help you give. Use figure 1 below to analyze the styles you use in given work settings.

If you are helping someone to solve a specific problem or issue, use the model to plan your intervention so that you help your team member or client in the best possible way. Use figure 1 to select appropriate styles and plan what to say and ask the other person.

The examples below show how, by changing or varying the style of help offered, you can achieve a better outcome.

Example 1: Production line supervisor Bob is naturally "prescriptive" with his supervisees. He has found that some team members are bringing more and more problems to him. He realizes that his natural communication style may be partly to blame.

Using Heron's categories as a framework, he concludes that a more "supportive" style may help the team members gain confidence and so solve more of the problems for themselves. He schedules a meeting and plans what he will say and questions he will ask to be more "supportive", using the example "what to say or ask" below.

Example 2: HR consultant John has a long-term business client who is the HR director of a large national organization. He meets with his client monthly and helps her as a "sounding board" for strategic planning and decision-making. John is usually "facilitative" and uses a "catalytic" style of helping his client.

However, he currently is concerned that his client, in one policy-related area, may be making uninformed decisions. He provides some information and tries to help his client understand the issue ("informative" help), in the hope she will change her plans. She fails to act on the new information. Frustrated, and with the Heron model in mind, John concludes that a "confronting" style is now appropriate to achieve a better outcome for his client, and help her avoid making a big mistake. He sets up another meeting with her, and prepares what to say and ask, to "confront" the issues.

Figure 1: Heron Model: What to Say and Ask

The following table helps you analyze or plan your communication skills for helping by indicating what you say and what you ask when using each one of the six categories of the Heron model.

Authoritative	Prescriptive	Give advice and guidance Tell the other person how they should behave Tell them what to do
	Informative	Give you view and experience Explain the background and principles Help the other person get a better understanding
	Confronting	Challenge the other person’s thinking Play back exactly what the person has said or done Tell them what you think is holding them back Help them avoid making the same mistake again
Facilitative	Cathartic	Help the other person express their feelings or fears Empathize with them
	Catalytic	Ask questions to encourage fresh thinking Encourage the other person to generate new options and solutions Listen and summarize, and listen some more
	Supportive	Tell the other person you value them (their contribution, good intention or achievements) Praise them Show them they have your support and commitment

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