This article builds on existing published research as well as recent interviews with consultants to explore some of the root causes of unethical behavior by consultants. The authors suggest that the very aims of consulting-aims which are rooted in scientific management and involve making production processes more rational, efficient, and profitable-are potentially in conflict with the treatment of human beings as ends in themselves and not merely as means to others' ends. And, if the primary goal and self-understanding of consulting work is simply to create wealth in the context of short-term relationships-a goal and self-understanding that is also rooted in the origins of management consulting-then unethical behavior can all too easily be the result. Furthermore, because of their position as expert outsiders, consultants can find it relatively easily to manipulate and overcharge clients, while clients can use consultants for their own unsavory purposes. The moral value of duty towards clients and the need to build a trust relationship with them can serve as rationalizations for unethical actions done by consultants on behalf of clients. The article includes suggestions for consultants who want to avoid unethical behavior and enhance the credibility of the profession.

The purpose of this study is to explore diversity issues in a corporate environment through the use of the comparative case study method. Case examples of two companies, IBM and Monitor Company, are evaluated using comparative analysis. The study demonstrates that diversity strategy can have an enormous impact on a company's bottom-line and development. The study is significant because as organizations become more culturally diverse, the ability to efficiently manage this transition will likely result in competitive advantages in the marketplace.

Resistance to change can be the single most difficult hurdle that change management practitioners face when working in organizations. Understanding that resistance, as a facet of human interaction, is far more complex than simply an act of X against Y is key to breaking through lines of understanding that are often obscured with political, social, and personal rhetoric. In the paper that follows, the author (an organizational psychologist) discusses two facets of resistance which he considers as fundamental to our understanding of (a) interpersonal, intrapersonal, and organizational narratives and (b) the cycle of change and resistance to it. The author uses a case study to illustrate these points and concludes with a checklist of practical lessons and further questions when encountering resistance to change in the workplace.