TY - JOUR
AU1 - Mick Beeby
AU2 - Mike Broussine
AU3 - Louise Grisoni
AU4 - Jane James
AU5 - Anna‐Marie Shutte
AB - This paper explores the emotional experience of working with an organisation which was “hurt” or “upset” by a major reorganisation. It is argued that the emotional aspects of being a consultant are under‐discussed, and that an acknowledgement of the emotional effects of clients’ and organisational members’ projections is necessary in order to understand better the role, contribution and values of consultancy. The analysis is based on a recent intervention in a UK public agency. The context for the consultancy is discussed with reference to public sector change, including the growth of managerialism. The objectives of the consultancy, and the methodologies used, are outlined. The resultant data collected by the consultancy team are presented. The data are then analysed, and the emotional and relational aspects of the intervention are explored prior to a discussion of the implications of the team’s learning for the practice of consutancy.
TI - Consulting to a “hurt” or “upset” organisation
JF - Leadership & Organization Development Journal
DO - 10.1108/01437739910259163
DA - 1999-04-01
UR - https://www.deepdyve.com/lp/emerald-publishing/consulting-to-a-hurt-or-upset-organisation-6R0hftS7xI
SP - 61
EP - 69
VL - 20
IS - 2
DP - DeepDyve
ER -