Consulting to a “hurt” or “upset” organisation

Abstract

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.

Citation

Beeby, M., Broussine, M., Grisoni, L., James, J. and Shutte, A. (1999), "Consulting to a “hurt” or “upset” organisation", Leadership & Organization Development Journal, Vol. 20 No. 2, pp. 61-69. https://doi.org/10.1108/01437739910259163