This chapter suggests that some organizational change activities create ethical concerns. Yet several consultants actively use these processes because they believe they benefit the organization and do less damage to employees than it seems on the surface.

For example, some activities try to open up the employees’ hidden areas (see the discussion of the Johari Window in Chapter 3) so there is better mutual understanding with co-workers. Discuss this argument and identify where you think organizational change interventions should limit this process.