From a performing artist to a complementary team-worker: How management-consulting transforms itself

This paper will focus on the necessity of a complementary consulting approach due to changing demands placed on consultants. It will show the transformation of traditional distinctions between expert advising and process consulting over the last 15 years and discuss identity challenges faced by consultants for putting the complementary approach into action. In the first part of the paper we will describe the theoretical basis of the complementary approach. Part (2) will illustrate hypotheses developed after analyzing the process of three exemplary case studies. Part (3) will focus on outcomes addressing the necessity to transform identity of OD consultants.