Here the client sees the consultant as an extra pair of hands. The client retains full control. The consultant is expected to apply specialized knowledge to implement action plans towards achievement of goals defined by the client.

The consultant takes a passive role and does not question the client’s plans. Decisions on how to proceed are made by the client. The consultant may prepare recommendations for the client’s review and approval.

Collaboration is not really necessary and two-way communication is limited. The client initiates and the consultant responds. The client’s role is to judge and evaluate from a close distance.

When IT people take this type of role with their clients, problems occur because the manager may not have selected the best solution, and the consultant did not feel that he or she could question what he or she was told to do.