Articles

Transactions in Archival Consulting

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Abstract

For purposes of this article, consulting is defined as an intervention of outside expertise to address the operating processes of an organization, with the expectation of effecting change. Successful consulting requires a clear understanding of needs and expectations on the part of the client and the consultant. The process model of consulting helps to achieve this clarity by viewing a particular problem as one aspect of the total organizational picture. The author draws on her own consulting experience in organizational development to illustrate both positive and negative outcomes in three types of consulting functions: evaluation, planning and development, and project rescue. Evaluation, perhaps the most common, typically involves analysis of background materials, a site visit, and preparation of a final report. It seldom includes any commitment to continued activity. In a planning and development model, the consultant is engaged to assist in shaping a desired change or the creation of something new. Project rescue entails corrections in a stalled or foundering project or program; by implication, staff members are likely to be threatened.

How to Cite:

Stewart, V. R., (1985) “Transactions in Archival Consulting”, Archival Issues 10(2), 107–115. doi: https://doi.org//archivalissues.10454