This books presents a synthesis of the literature on consultation, collaboration, organizational consultation, and change that contributed to a model of collaborative-directive consultation. It also reports a case study based on the application of the model to a private university in the Western United States with over 30 campuses and 6,000 students that chose to develop a new training and development system and process design as part of an overall organizational change plan. It reports on findings that indicate that this model of consultation was successful in developing systems of training and accountability in the midst of both external and internal organizational change demands.