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This book has grown from the authors' public services consultancies over the past twenty-five years and is rooted in relevant literature. It challenges the traditional view that the consultants are brought in as experts and instead examines ways of using consultancy to empower staff, patients, service users and members of the public, so that they can take part in developing, changing, innovating and ultimately transforming these services. The authors argue that consultants should be inclusive rather than exclusive, creative rather than working within safe limits, opportunitistic rather than regimented, and innovative rather than rule-following. This is a practical handbook concerned centrally with engagement in practice and, crucially, with practical implementation, dealing with all stages of the consultancy process. It promotes a range of approaches, rather than operating in a specialist area of practice. It is aimed at consultants and would-be consultants, as well as managers, practitioners and anyone interested in the practice of consultancy in public services.
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