Working daze: uncertainty and ambiguity in consulting

Abstract

Argues that the assumptions which drive consultancy research are flawed, since they are based on the premiss that key management problems revolve around uncertainty when, in fact, management is ambiguous rather than uncertain. Analyses the effect of this understanding on management consultancy. Suggests that consultants should embark on a process of self‐development to enable them to understand the worlds of work which others must experience.

Citation

de Burgundy, J. (1995), "Working daze: uncertainty and ambiguity in consulting", Management Decision, Vol. 33 No. 8, pp. 51-55. https://doi.org/10.1108/00251749510093941