Working daze: uncertainty and ambiguity in consulting

Argues that the assumptions which drive consultancy research are flawed, since they are based on the premiss that key management problems revolve around uncertainty when, in fact, management is ambiguous rather than uncertain. Analyses the effect of this understanding on management consultancy. Suggests that consultants should embark on a process of self‐development to enable them to understand the worlds of work which others must experience.

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Year of publication:	1995
Authors:	de Burgundy, Jak
Published in:	Management Decision. - MCB UP Ltd, ISSN 1758-6070, ZDB-ID 2023018-7. - Vol. 33.1995, 8, p. 51-55
Publisher:	MCB UP Ltd
Subject:	Management consultants \| Self‐development \| Uncertainty

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Type of publication:	Article
Type of publication (narrower categories):	review-article
Language:	English
Other identifiers:	10.1108/00251749510093941 [DOI]
Source:	Other ZBW resources

Persistent link: https://www.econbiz.de/10014933704