ABSTRACT
The Organizational Learning and Development (OL&D) role that the chapter specifying here is a new role and it presents with the two immediate problems: everyone in the organization has to understand the purpose of this role; and it has to become assimilated and yet, at the same time, it completely changes the organizational dynamic. Outstanding OL&DP consultants are few and far between because the range of personal attributes, skills, knowledge and expertise required to do the job effectively demands an awful amount from one individual. The purpose of an organizational learning and development consultant is to identify, articulate and explain the potential for value creation of the organization being developed into a whole system. Managing expectations is crucial in the OL&DP's consulting relationship. The chapter aims to make everything in the learning process as explicit and specific as possible so that everyone can see that the intended deliverables are all actually delivered.
