The destruction of the identity of the organization
This chapter explores self-deception to looking at the destruction of the identity of the organization and how this is related to arrogance and assumed superiority of the change team in general and the consultants in particular. The arrogance first and foremost is related to an assumption of superiority by the consultants. In one organization, the change leader from one of the large consulting companies was arrogance incarnate; boasting always, name dropping, referring to a person in another client by name. It was an unreal human performance. In another organization, the communications people on the change team are asked for some help. The chapter focuses on the identity of the company but not on that of the consultants. It presents a case study of being at odds with the consultants hired. Cultivating variety in its internal structure is the answer to arrogance and assumed superiority.