Constructing Asymmetry and Symmetry in Relationships Within a Consulting System

Abstract

Asymmetry is viewed as one characteristic of organizational relationships. Organizations need power structures, hierarchies and other sort of inequalities. However, symmetric relationships are also needed, at least for providing commitment and learning between people. This article focuses on the nature of asymmetry and symmetry in consulting settings. It draws from the social constructionist point of view and examines the variation of asymmetric and symmetric relationship construction within a single multiparty consulting situation. Through data collected from an authentic consulting process and methodology derived from Discourse Analysis, the article argues that asymmetry-symmetry dimension is present for consulting parties and that the parties mutually produce and re-produce the balance between the polarities. The paper discusses the role of a process consultant in the re-construction of organizational relationships.

Inviting Participation in Organizational Change Through Ownership Talk

“…The conceptualizations of the client-consultant relationship vary and even offer opposing views (Fincham & Clark, 2002;Werr & Styhre, 2003), which reflect the notion of Engwall and Kipping (2002, p. 8) that "the interaction process between consultants and their clients is still poorly understood." Although some cases illustrating process consulting work have been presented (Lambrechts et al, 2009;Marshak & Heracleous, 2005;Schein, 1997), studies making use of so called "naturalistic materials" are rare (for notable exceptions, see Kykyri, Puutio, & Wahlström, 2007a, 2007bPuutio, Kykyri, & Wahlström, 2008). We join this call for academic research that would apply the ideas of the "practice turn" (Schatzki, 2006;Seidl, 2007) in organizational research to consulting work.…”

Inviting interactional change through “tricky situations” in consulting

“…The role of this audience is not only peripheral. Instead, audiences can have a rather active role in conversations either explicitly or implicitly (Kykyri et al, 2007a;Puutio et al, 2007). This multi-party nature of consulting work creates interactional complexity that encourages interlocutors to carry out moment-by-moment evaluation of what kind of talk is appropriate and what is not during the conversation.…”