“…In spite of all the negative energy created by downsizing efforts alone (e.g., Moore, 1996), recent industry surveys have suggested that the field of organization consulting actually has considerable room for continued growth and expansion (e.g., “After the Storm,” 1996; “An Exciting Challenge,” 1995; Smith, 1995; Whelehan, 1995), which is undoubtedly reflected in the increased hiring in certain consulting sectors as well as significant interest among professional service firms in improving relationship management skills with clients (e.g., Church, Javitch, & Burke, 1995; Church & Waclawski, 1998; Maister, 1993). This is also one of the prevailing reasons why most organizational consulting efforts today occur midstream (e.g., Burke, Javitch, Waclawski, & Church, 1997), that is, in parallel and sometimes even in competition with one or more existing organizational change or consulting initiatives already under way.…”