Abstract
The client-consultant relationship is usually treated as central to the nature of a management consultancy work. Though it is true that consultants need to have a clear conceptual picture of their definition of consultation, and they need to understand how the operational model they choose helps facilitate their effectiveness as consultants, experiencing and understanding the process steps of being a consultant is where it all comes together.
In this paper, the following questions will be examined:
•How does the consulting process operate?
•What are the different behavioral roles of a consultant?
•How do these roles change during the different consultant phases?
•What are the consequences for the consultant-client relationship when the consultant changes roles during the consultant phases?
We will now introduce the profiles of the companies, namely Pool Consultancy and Halliburton, where the interviews were conducted.
In the second part, the theory of the consultant-client relationship and the change of roles in the consulting process will be discussed. We have noticed some consequences when the consultant is a process helper or a content helper, although good content-focused consultants often possess excellent process skills and use them as a regular part of the consulting process.
Then, an analysis of the interviews in connection to the topic chosen will be done. Finally, the conclusion will be drawn.
