You already have intimate knowledge of the organization. You know what many of the issues are, and you have already established relationships. As Lacey (1995) suggested, internal consultants often have an understanding of the root cause of the presenting problem (the reason that the consultant’s help is sought) because they not only know the people, processes, and operations but also are aware of “sacred cows, waiting guns, sources of power.” Internal consultants are comfortable with the company’s acronyms and jargon. External consultants must spend time learning about the organization and exploring the presenting problem to determine if the project is appropriate. External consulting models often characterize this first phase ...

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