Managing the Multiple Meanings of Organizational Culture in Interdisciplinary Collaboration and Consulting

Abstract

Kuhn reminds us that although collaborating researchers in different disciplines may observe the same phenomena and use similar terms to describe it, their articulation of their findings can be radically dissimilar. Pointing out that what we see is largely dependent on what we have been trained to see, Kuhn cautions that individuals from two academic disciplines who work together will find themselves “always slightly at cross purposes.” Consequently, even though consultants and clients may use the same word, the meaning of the word may be quite different. Such differences often affect the entire consultation process including the client’s expectations, as well as, their willingness to accept the consultant’s recommendations. This article is a case study of the authors’ experiences when they were asked to engage in a cultural assessment of a student affairs department at a large Midwestern University.

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