ABSTRACT
Most organizatonal development work involves the use of some kind of change agent, internal or external, to the organization and "legitimized" or otherwise. Ultimately, the consultant must decide whether the vision and values of the organization. "Deviant" innovators, however, do try to influence dominant organizational values, notably where these are not necessarily the same as society's. Once there is a shared understanding between the client and the consultant that consultancy is required and desirable for the benefit of the organization, the next stage of the consulting process is entered into: the formal contracting stage. At the point of agreeing a contract with the client organization, the consultant should also be aware of the less formal but nonetheless important issue of the psychological contract. Consultants may be helped in their attempts to clarify issues and select the most appropriate interventions by considering the organization's stage in its life-cycle.
