ABSTRACT
The projects sounded interesting, imprecise and bigger than one man could handle comfortably. The initial project was suddenly seen as a small and detailed aspect of a personal project, or second project, to which the participant was likely to be dedicated after the completion of the initial project. Gearing up to face the client organization's politics and the consequent pain of seeing oneself reflected through the eyes of the client and others was a major stage in the development of the projects, of individuals and of the project set. It put a great stress on the GEC project advisers as they had to keep the confidentiality of the set and this at times challenged their loyalty to the larger organization. Open analysis of the political systems of the organizations cut across the existing rules for good behaviour in GEC managers.
