ABSTRACT
What is it that makes people migrate? What is it that they see or know that impels them to undertake a long journey, putting themselves to various levels of risk and discomfort for an uncertain eventual gain? That seems to be a suitable metaphor that covers our own experience. What was it that led us to give up a comfortable and remunerative practice within an accepted community of consultants and a generally accepted framework of thinking about business management, problem resolution, and change facilitation? What was it about our particular experiences or our way of approaching the role of consultant that might have predisposed us to "mental migration"? These are questions that, at the end of this book, we thought some of our readers would be interested to hear discussed. It might help others decide whether this is a journey they can and want to undertake. It might be a useful frame for others to help them understand some of the distinctions we have been making in the earlier chapters. In the process, it might help people make their own choice to "hit the trail" in their practice as change agents, managers, or consultants.
