A model of how therapy works is proposed that locates the source of therapeutic change in the client, while the therapist is the provider of opportunities, ideas, and experiences. Ultimately all therapy is self-help. This model is contrasted with the medical-like model of therapy as treatment and hopes to account for research findings of equal effectiveness among different therapies. Although the active client model developed from existential-humanistic ideas, it can be compatible with all approaches.
This article examines the active client of management consultancy as a key agent in managing and mediating knowledge flows across organizational boundaries. From a qualitative study of a particular case of active clients—internal consultants managing their external counterparts—three boundary-spanning roles are identified. Active clients can act as a gatekeeper, broker and partner with respect to both consultants and the knowledge they bring. These roles are shown to vary according to a client’s expertise, formal project responsibilities and personal reputation, as well as the different phases of consulting projects. They not only elucidate an otherwise neglected or static dimension of management consultancy—client activity—but highlight the dynamic and essentially political character of serving as knowledge barriers and/or bridges in the intermediation and co-production of management knowledge across organizational boundaries.
Berzelius failed to make use of Faraday's electrochemical laws in his laborious determination of equivalent weights.