ABSTRACT
In this chapter, I describe an organizational change project in which I was involved as a consultant. I explore the establishment of a relationship between client and consultant, the design of a change intervention and the facilitation of groups as key components of typical approaches to organizational change. What came out of this experience, for me, was a realization that as people attempt to influence the outcomes of organizational change in order to stay in control, they can easily become caught in collusive processes of manipulation, often without being aware of it. It becomes important, then, for people to acknowledge what they are doing.
