Towards a Political Theory of Organizational Intervention

This paper discusses the neglected theme of the political context of the interventionist's work in terms of the client-consultant relationship and the consultant-consultant relationship. It is suggested that the internal consultant's ability to influence clients will be a function of his possession and tactical use of five power resources: expertise, control over information, political access and sensitivity, assessed stature and group support. Of these, the first three appear to be necessary but not sufficient conditions for consultant power. Once he has the political access and understanding, the consultant's ability to negotiate and persuade depends on his assessed stature with the appropriate figures in his political network.

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