The language of change the roles of methods in the work of management consultants

Abstract: Large multinational consulting organizations have rapidly expanded during the 90s. A central phenomenon in these organizations are formalized methods for carrying out consulting processes. Under the heading of "knowledge management" consulting organizations deploy extensive resources into the development and maintenance of detailed methods and tools. In parallel, some skepticism exists both in the research literature and among practitioners (clients and consultants) about the value of applying methods as guides for action in the complex and multifaceted consulting process.This thesis aims at understanding why methods are used in management consulting and how they are used. This is achieved by an investigation of the roles of methods within 1) the consultant's work with the client in the consulting project, 2) the consultant's individual problem solving and 3) the consulting company's knowledge system.Seven roles for methods are identified. A common denominator underlying these roles is the method's ability to provide a common language to those involved in the consulting process. This language supports reality creation, persuasion and legitimization, and knowledge exchange.