In part I of this paper a case study was considered in which I described my use of contingency analysis to solve a problem of organisation design. It was argued that the account underplayed the character of the organisation as a political system and, in consequence, failed to treat the political character of the relationship between the consultant and members of the organisation. What was presented as a rational design solution was, therefore, not so. It was influential more for its pragmatic value in suggesting a form of organisation which fitted the managing director's preferences.
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