Question: In reading your columns, I’ve noticed that you work for a consulting firm in Brookfield. We haven’t used consultants very much. That isn’t to say we’re anti-consultants, just that we haven’t had the need to use them. But I’m just skeptical about consultants because there are so many of them around. I’ve got a couple of questions that I’d like to see you respond to. How do you get started working with a new client? What are the reasons why a client asks you for help? How do you evaluate your work in solving the problem that clients hire you to fix?
Answer: During the second-half of the 20th century, a new organizational role, the consultant, began to emerge. As specialized problem-solvers and advisors, consultants were increasingly asked to help managers address barriers to organizational performance. The creation of formal academic programs in organizational behavior and development was a direct outgrowth of the evolving demand for consultants. Over the last 30 years or so, the role of consultant has become increasingly specialized, evolving into such niches as industrial/organizational (I/O) psychologist.
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