Chapter 1. A Consultant by Any Other Name . . .
ANY FORM OF HUMOR or sarcasm has some truth in it. The truth in the prevailing skepticism about consultants is that the traditional consultant has tended to act solely as an agent of management: assuming the manager's role either in performing highly technical activities that a manager could not do or in performing distasteful and boring activities that a manager did not want to do. The most dramatic examples of consultants taking the place of managers is when they identify people or functions to be eliminated.
When you are asked directions and you tell someone to get off the bus two stops before you ...
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