THE EXTERNAL CONSULTANT
supposed understanding of this dynamic, and the client’s potential reactions to it, can give the consultant an upper hand in managing the client-consultant relationship. In this scenario, consultants have to convince clients of their value. This leads to the issue of how consultants persuade clients of the value of their services. Our reality is that few managers in the tumult of modern high-pressure business are concerned about being dependent in any specific situation. The world is too complex to know everything that is happening. If you do have inadequate managers or managers who become disabled by some lack of knowledge, then help them or replace them.
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Life is just too short, and the consequences for the organisation can be too great to do otherwise. This change of perspective shifts the image of
the power distribution in the client-consultant relationship toward the consultant, depicting him or her as the controlling party in the relationship. The role of the client changes from that of an informed buyer to that of the naïve victim of the consultant’s rhetoric and impressive management skills, which ensure that the client has a positive feeling toward the service. The client’s assumed uncritical acceptance of the consultant’s services is to a large extent treated as based on the socio- psychological needs emerging from the nature
September 2015
www.trainingjournal.com
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