In the past, many communication consultants have been "speech coaches," who helped clients to organize messages, construct arguments, and deliver speeches. Today, however, the role of communication specialists as management consultants has broadened in scope. To accommodate the demands of this enlarged role, communication consultants need to change their approaches and strategies. One promising approach is process consulting, which focuses on the people in an organization and proceeds from the premise that clients must take the lead in identifying and solving their problems. The process consultant may ask questions that systematically direct the client, but ultimately clients must determine appropriate interventions and solutions. The process approach also helps clients to recognize that there are a variety of appropriate strategies available for improving both individual and organizational communication effectiveness. Two case studies illustrate how the technique can be applied in the organizational setting. In the first, corporate executives had accepted invitations to speak about the role of their firm in the economic development of a region, but had not clearly defined the purpose of their presentation or analyzed their audience. Communications consultants led them to better perceive their roles, as well as such situational constraints as the presence of television cameras, and make a more effective presentation. In the second case, the managers of a corporate division were being asked to brief a new vice president about its activities. Questioning of the managers indicated a lack of accord on the purpose of the briefing. The consultants concentrated on having the managers reach agreement on an overall focus and a consistent format for the presentations. The presentations were well-received by the vice president, who subsequently increased the division's budget. (RBW)