ABSTRACT
In the first chapter we explored a number of systemic and social constructionist concepts which over the past twenty years have provided a powerful stimulus to family and individual therapists practising in the United States and Europe. In this chapter we continue this journey—management consultants trying out systemic and social constructionist ideas in their usual domain of work with large-scale organizations. We explore a number of the dilemmas we experience as we ply our increasingly systemic trade, and outline some of the responses we have developed to both earn a living and stay "systemic enough". It shows how we have tried to make changes in our thinking, making the bridge between theory and "praxis" (theory in action). A key feature of the learning we outline in this chapter is the challenge of finding ways of using the concept of feedback to provide links between "universal" approaches and "local" contexts of action.
