Reflections on consultancy assumptions and their strengths and limitations A consultant's role in an organisation or business is to identify areas in which improvements can be made as well as coming up with and giving appropriate strategies to help aid the organisation (Kakabadse N.K, Kakabadse A & Louchart, 2006). Therefore, it is important to make sure that consultants are strict and unbiased with their advice and are prepared to look at minor details in an organisation to identify which areas need to be improved. They need to make sure that everyone is allocated a role which allows them to have a role in the organisation's success (Kanigel R, 1997). The assumption about organisations and society further highlights why the role of consultants are seen as belonging to the order/regulation end of the axis. Some of the assumptions are that having an order and regulations helps to make sure there are less problems in the workplace and that people of higher positions have the right to command (Burrel G & Morgan G, 1979). Having people of higher roles having more authority such a making important decisions or giving directions could act as a limitation as there may not be conflicting ideas, meaning that decisions may be made without thinking or the directions given without understanding the full potential of the individual could lead to unmotivated staff, leading to low qualities of work (Tye M, 1982). With that being said having order and regulation can make sure that staff and employee stay on task rather than being unsure about it even if they do not like to be told what to do therefore it can be seen as a strength. Consultants who Follow an order and regulation approach are associated with the belief that conflict is unhealthy for a working environment as it causes many problems such as issues to progression, improvement and efficiency of the organisation. Therefore, organisations try to minimise the amount of conflict present (Burrel G & Morgan G, 1997). This can be seen is a strength as conflict Is said to decrease productivity and standards of work, it can cause many disruptions at work, increase the. Numbers of employees who do not enjoy working which therefore leads to more absentees, all these outcomes hold back an organisation from improving (Northam S, 2006). Furthermore, it acts as a barrier for consultants to implement change meaning that they are unable to do their job as well. Kakabadse N.K, Kakabadse A & Louchart E, 2006, 'Consultant's role: a qualitative inquiry from the consultant's perspective', Journal of Management Development, Vol.25, No. 5. Kanigel, R. (1997). The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency. New York: Viking. Tye M, 1982, 'Functionalism and Type Physicalism' Philosophical Studies, Vol. 44, pp. 161- 174. Northam S, 2009, 'Conflict in the Workplace: Part 2', American Journal of Nursing, Vol. 109, No.7, pp. 65-67, <doi: 10.1097/01.NAJ.0000357176.86507.13>.