The Consultant-Client Interface - A Theoretical Introduction to the Hot Spot of Management Consulting

Abstract

The interaction of clients and consultants is frequently characterized by misunderstandings and conflicts. On the one hand, this is not surprising as consultants and clients play different roles before, during and after consulting assignments. On the other hand, it seems that consultants are being placed under increasing pressure with regard to the effectiveness of their work. Smoothing the consultant-client interface (CCI) is suggested as a way to improve consultants' performance. This paper considers CCI dynamics from four different theoretical perspectives: Classical Organization Theories, Human Resource and Sociological Theories, New Institutional Economic Theories and System Theories. Their general theoretical concepts are first applied to CCI and then, on this basis, practical approaches to smooth CCI friction are elaborated. Taken as a whole, these different perspectives are intended to offer a range of alternative approaches - which it may then be possibly to integrate - to provide an orientation on how to act at the hot spot of management consulting.

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