ABSTRACT
Several years ago when I was doing consulting with such diverse organizations as the Federal Bureau of Prisons, Hewlett-Packard, Don Beyer Volvo, and Briggs Hardware, my then “20- something” daughter asked if she could “shadow me” during one of my strategic positioning consultations with Briggs Hardware. After the two-day session, the first question she asked me was “Dad, what would be the one college course you would recommend to an individual who wanted to do the kind of consulting you do?” Without any hesitation (and without any in-depth knowledge of the literature on organizational culture), I said “cultural anthropology.”
