chapter  SIX
When consultants collaborate and when they do not: some reflections on experience and practice
ByMaura Walsh, Sue Whittle
Pages 22

Consultants often prefer to work with others rather than work alone, to share ideas or to provide support when the going gets tough. Many groups of consultants differentiate roles and responsibilities and the advice that "it takes a group to consult to a group" is well known. Innovation is essential for the development of professional practice. Indeed, consultants may make the assumption that because they share similar or "mature" work practices, many of these influences will not affect them. Given the propensity for consultants to work with others, it is surprising that so little has been written that gets to grips with the complexities of collaborative consulting. "Making do" with the consultant resources at hand in heroic or narcissistic efforts to meet client needs is an indicator of a poorly developed sense of competence and/or integrity. Consultants often prefer to work with others rather than work alone, to share ideas or to provide support when the going gets tough.