ABSTRACT
Suppose that, as an organizational consultant, you receive a request from a manufacturing company to conduct an attitude survey for the company. Knowing something about the dynamics and pitfalls of organizational consultation, you spend considerable time up front talking with key managers and other potential stakeholders so that you can consider their expectations and objectives for the survey in designing its implementation. The senior managers reveal nothing particularly surprising: They seem to have a genuine concern for employee relations and would like help in identifying the company’s strengths and weaknesses so they can build on the strengths and, to the extent possible, correct or improve the weaknesses. No problem.
