 Organizational Reflections: Parallel Processes at Work in a Dual Consultation By Kenwyn Smith and Nancie Zane Originally published by The Journal of Applied Behavioral Science. Copyright 1999. This article explores the lessons extracted from the parallel processes enacted in the relationship between two consultant groups hired by Eastern (a large financial institution) to kick off a major culture change initiative. The inevitable conflicts between these two consulting groups, selected because they had very different missions and modes of operating, mirrored deeply impacted systemic tensions within Eastern, such as the desire to change and the wish to remain fundamentally unaltered.
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