Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Consulting to a “hurt” or “upset” organisation

Consulting to a “hurt” or “upset” organisation 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Loading next page...
 
/lp/emerald-publishing/consulting-to-a-hurt-or-upset-organisation-6R0hftS7xI

References (11)

Publisher
Emerald Publishing
Copyright
Copyright © 1999 MCB UP Ltd. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437739910259163
Publisher site
See Article on Publisher Site

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.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Apr 1, 1999

Keywords: Consultancy Intervention; Organizational change; Public sector; United Kingdom

There are no references for this article.