Developing Organisational Consultancy

Citation

Sullivan, C. (2001), "Developing Organisational Consultancy", Leadership & Organization Development Journal, Vol. 22 No. 6, pp. 301-303. https://doi.org/10.1108/lodj.2001.22.6.301.3

This broad‐ranging book focuses very much on the practical aspects of organisational consultancy with case studies and practical guidelines, or both, used in each chapter. In some chapters, however, it is difficult to see how these case studies actually support the arguments that are presented. A useful introductory chapter provides an outline of the book’s three sections and informs readers of the book’s intended scope and its history.

Section 1 is entitled “Evolving a Professional Stance”and has chapters dealing with a range of issues including the negotiation of entry into and agreements with organisations (Chapter 1), the dynamics of large or loosely formed groups (Chapter 2) and ethics in consultancy (Chapter 5). This collection of chapters covers a broad and interesting range of topics, but sometimes (in early chapters particularly and with the notable exception of Chapter 5) understanding is hampered by the over‐use of jargon that seems unnecessary. It is sometimes difficult to see how these chapters go together under the heading of “Evolving a Professional Stance”.

Section 2 is entitled “Considering Psychodynamic Approaches” and raises some important and interesting issues. For example, Chapter 7 asks whether “cause and effect” models are always the best way to understand organisations and argues that meaning within organisations is context specific. However, these issues are not explored as fully as they could be and in some cases little evidence is presented for the arguments that are made. Section 3 is entitled, somewhat inaccurately, “Applying Organisational Theory”. The inaccuracy comes, I feel, from the fact that this section is dominated by an approach to consultancy that is heavily influenced by psychodynamic and socio‐technical approaches. Clearly, for people with an interest in these approaches this will be a distinct advantage, but in general terms I feel it would be useful if the title of the section reflected this a little better. Again, this section is very practical in its focus, including many case studies and sets of guidelines. The chapters raise a variety of issues such as the participation of employees in consultancy (Chapter 12), the importance ofcommunication in organisations (Chapter 14) and issues relating to culture (Chapter 15).

The book is aimed at new and practising consultants, but may be of particular interest to those with an interest in psychodynamic or socio‐technical perspectives. This book appears to be dominated by a particular perspective on consultancy, especially in the last two sections, and while this is not a problem per se, the book is not necessarily presented in this way and readers looking for more general texts may therefore be disappointed. However, this book covers a broad and interesting range of topics, highlights some topical and pertinent issues and is generally structured clearly (e.g. introductory elements summarising each section and chapter, full lists of references after each chapter and index).