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When Consultation is Internal and Informal: A Case Study of Intervention on a University Campus

Michael Morris (University of New Haven, USA)
Robert J. Hoffnung (University of New Haven, USA)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 April 1991

206

Abstract

The scholarly literature in consultation emphasises scenarios where the role of the consultant is external and formalised. However, many consultations exhibit neither of these characteristics. The dynamics of an informal, four‐year long, internal consulting project conducted by two faculty members on a university campus are examined. Analysis suggests that this type of consultation involves challenges which, although not unique to informal/internal consulting, are sufficiently distinctive to warrant increased attention from researchers. Of particular importance in this regard is the pervasive influence which ambiguity can have on the handling of various stages of the intervention process in informal/internal projects.

Keywords

Citation

Morris, M. and Hoffnung, R.J. (1991), "When Consultation is Internal and Informal: A Case Study of Intervention on a University Campus", Journal of Organizational Change Management, Vol. 4 No. 4, pp. 34-45. https://doi.org/10.1108/EUM0000000001203

Publisher

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MCB UP Ltd

Copyright © 1991, MCB UP Limited

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