Komplementäre Beratung: Intern/Extern

This case study in the journal “Group. Interaction. Organization. (GIO)” deals with the collaboration and the resulting relationship dynamics between internal and external consultants in jointly conducted organizational development processes. Due to the fact that change processes are being carried out more frequently, the increasing number of internal and external consultants and new organizational development approaches, it is worth taking a closer at potential success factors.

Using a transformation project in a Berlin-based Fin-tech company, the challenges faced by internal and external consultants while working together will be discussed. In the case study the inherent tensions in this relationship are worked out and possible success factors are identified. The aim of this article is to shed light on these complex dynamics, highlight the advantages and disadvantages of such a constellation and provide potential approaches on how to jointly navigate through these tensions in practice.