In any relationship with an organization as an external consultant or ‘outsider’, I can at times find myself behaving as an ‘insider’. I might catch myself saying ‘we’ when I could have said ‘you’. I might make use of a kind of insider savvy – the ‘cutting to the chase’ that comes with relating to a client and its system over time, where I find myself attached, both contractually and emotionally, with an organization, its people, and the work that it does
