James La Trobe-Bateman wrote, in a small part:
> ......The consultant, then, uses his knowledge (about manufacturing,
> say) to get the
> client to pose questions which he has led the client to pose, so that the
> appropriate DATA is collected. Armed with this INFORMATION, the client
> then UNDERSTANDS (explicitly) and takes WISE action. However, it all
> started with the consultant's KNOWLEDGE.
>
> Sounds like leading them on. Should the consultant feel guilty? Does it
> make him/her a Knowledge Manager?
This goes back to another thread, the one on "empowerment". It is what
makes the publishers of all the management books rub their hands together
in glee. Got a problem? find the most acceptable external solution and
transfer responsibility to this model. I know a major multinational that
regularly works its way through the various management conlsuting firms on
some irregular rotation. I know a book store thatr based its success on
the half life of management conslulting books, some more enduring than
others. We might recall the lines from T S Eliot:
We shall not cease from exploration
And the end of all our exploring
Will be to arrive where we started
And know the place for the first time
thoughts?
tom abeles
--tom abeles <tabeles@tmn.com>
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