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All through the life of the change process, the drivers tend to be based around growing the relationship - improving the association so that you develop a high degree of trust and responsiveness with the client. However, as this relationship grows, so the level of dependence grows between the various players. The trouble is that at the end of the day, both you and the client have to let go and break away from the relationship. The onus is on you to ensure that at the point of departure all unnecessary levels of dependence have gone from the relationship:

To have a situation where there is chronic dependence on consultants is an implicit admission of ineptitude in management.

—(O'Shea and Madigan, 1997)


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