This paper turns the spotlight on the visible and invisible forces that shape consultants’ successful and unsuccessful collaborations. Whether the consulting task is perceived as straightforward or more complex, many consulting collaborations fail, some never get off the ground and others flounder at some point along the way. The literature is full of advice and yet provides little pragmatic help for intervening to support nascent and difficult collaborations. Groups of all sizes can work collaboratively and non-collaboratively. A challenge for consultants is how to work with regressive dynamics, in both members and consultant relationships, which can get in the way of collaboration.
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