Within my organization, leadership expresses an espoused theory of being collaborativeacross the division in finding solutions.Leadership weaves in talk of collaborations and practiceactivities to promote collaboration between the division within team meetings.However, afterthe conclusion of the team meetings, all the divisions go back to business as usual.Leadershipdoes not hold each division accountable for the collaboration or set goals to ensure that effectivecollaboration is happening.The espoused theory of collaboration between the divisions for effective solutions is great for the service center and our customers.The actual theory-in-usesends a different message in the actions of unintentionality. Leadership says to do this, but theydo not ensure follow-through from consultants or what effects are coming from the collaboration.Without the intentional collaboration between divisions lead by and followed up by directors,consultants disregard the measure, continuing plan in silos.When I realized that this patternexisted, I asked fellow consultants if this was normal.Overwhelmingly, the response was yes.As a rule follower and type of personality, this pattern of behavior leaves me uneasy andfrustrated.Like many consultants around me, I have learned to wait to get directives withspecific information before working on projects that could waste time and resources.It is clearwithin my organization that leadership does not know the gap in their espoused theories andtheories-in