ABSTRACT
This case discussion follows from the previous one in several ways. It is also about a consultation within the public sector, but describes events that took place over a longer period of time—four months—involving a range of meetings and interventions. In this case, the participants were not directors at the "top" of an organization, but middle managers coping with change in the "engine room" of a complex system. The case illustrates a different way of approaching the problem of the "incompetent manager". It also demonstrates the way in which the consultant uses feedback from the on-going process to plan each stage of the work.
