In order for organisational change to be successful it needs clear direction. This can be achieved in a variety of ways however most commonly organisations use a change agent to drive and direct the change. Professional consultants, be they internal or external to the organisation, are often employed as either the driving force of the change, or perhaps simply to provide their advice on the nature and the appropriate change strategies that need to occur. The skilled and knowledgeable consultant can be of great assistance to organisations who are endeavouring reengineer themselves. However, consultants can also be a negative force by trying to provide professional advice and skills which they lack or by tying to establish a dependant relationship which is not desired by the organisation.

There are ethical responsibilities that must be recognised and developed as part of concept of being a professional . Unfortunately many consultants often do not understand or recognise these.

Harvey and Brown (1992) define a consultant as a person who stimulates, or facilitates a change program and may be an executive of the organisation or an outside consultant. The term ìconsultantÃ

The professional consultant's role has been described in terms of a continuum ranging from client centred to consultant centred. Traditionally OD Consultants have promoted a set of humanistic and democratic values: ie. sought to build trust and collaboration. Greater conflict is arising in values due to greater push for efficiencies rather than a focus on effectiveness and human satisfaction. The rise of external stakeholders, particularly in the financial markets, who promote efficiency, profit maximisation and increasing returns to stockholders, has increasing this conflict. This has created more pressure on consultants and change agents around their ethical responsibilities.

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