Chapter 11: Toxic Downsizing Inc: Deconstructing a Dysfunctional Consultation

Management consultants are never immune from organizational culture and context. For better or worse, the external expert enters into corporate terrains that range from hospitable to explosive. In the organization of the foreseeable future, consultants are increasingly contracting into high drama and crisis. The trauma of downsizing is at the top of this dark side of the consulting continuum. Preparedness for worst case scenarios is a priority as organizational experts must appropriately assess whether to enter into professional relationships with highly toxic organizations (e.g., see Goldman, 2005; Kellerman, 2004; Kets de Vries, 1984, 1995; Kilberg, 2000; Lipman-Blumen, 2005). If the decision is to proceed, attention shifts to the inevitable land mines and dangers that are lurking. Unfortunately, hard data is extremely difficult to come by when addressing dysfunctionality and toxicity (Frost, 2003; Golfman, 2006; Kets de Vries, 1991; Levinson, 1972, 1976). Anecdotal evidence is the life blood of the consultant who is considering walking into such unethical, deviant, destructive, irrational and illogical territories. It is through the opening of the doors of privileged communication and confidentiality that we can provide descriptions and recommendations into the dark side. It is not always about the familiar or the successful. Sometimes failure is the great teacher. Occasionally the consultant cannot emerge unscathed from a contract with a dysfunctional leader.