In some organizations staff positions, i.e. engineers, personnel, systems analysts, purchasing agents and human resources, make up as much as 40% of the workforce. Among the things all staff positions have in common are, professional expertise, limited direct authority over the use of their expertise, and the desire to have some impact.

Staff organizations however are reevaluating their role, especially in the face of dramatic changes causing shrinking numbers and levels in organizations. Human resource groups no longer wish to view themselves as policemen, implementers of ineffective policies, experts with solutions in hand or pawns available for manipulation by powerful line managers.

The role of “quality consultant” is evolving. While many organizations in the past had “quality control” or “quality assurance” groups, the present function of quality consultant is significantly different. Individuals viewed the previous role as controller, auditor, and policeman even though everyone agreed the intention of high quality was a good one. Now companies charge quality consultants with the task of going to every part of the organization as advocates for increasing the quality effort. It is no longer a matter of doing it to the organization. Now it is a matter of working with the organizations to make quality a way of life. This new approach requires a change in the way people perceive the role of quality consultants. The new perspective also sets new expectations about how consultants interact with their “clients or customers” in the organization.