Consulting as a Systemic Intervention Process

  • Benito Sánchez-LaraEmail author
  • Oscar Everardo Flores-Choperena


This chapter discusses three reasons why organizational consulting may be ineffective. Two of those reasons are associated with the actors involved in the consulting process; the third reason is associated with the intervention process for problem solving. Failures in the consulting process have been widely reported in the literature, along with their causes and proposed approaches to prevent such failures. Also in this chapter, the theoretical and methodological elements that form systems thinking are identified, located, and integrated in the consulting process. These elements provide conditions that allow the consulting process to become a systemic intervention. The inclusion of theoretical and methodological elements aims to improve the effectiveness of the consulting process, although it could increase the risk of transforming the consulting process from heuristic to rational.


Consulting process Systemic intervention Mental framework 


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Copyright information

© Springer Nature Switzerland AG 2021

Authors and Affiliations

  • Benito Sánchez-Lara
    • 1
    Email author
  • Oscar Everardo Flores-Choperena
    • 2
  1. 1.Department of Systems, Faculty of EngineeringNational Autonomous University of MexicoMexico CityMexico
  2. 2.Materials Research Institute, National Autonomous University of MexicoMexico CityMexico

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