Consultants in workplace contexts need theories and the right tools to understand the resistances and entanglements that arise during the consulting process, as well as to recognize their own contribution to the emergence of such complications. Through very personally narrated case studies from various consulting fields, along with theoretically emphasized contributions, Klaus Obermeyer and Harald Pühl present strategies for reflecting on and steering the interactional dynamics in consulting processes in a beneficial direction. From both a systems theory and an interactional-psychoanalytic perspective, the subjectivity of the consultants, with its habitual, conscious, and unconscious aspects, is a shaping part of the consulting system. Consulting is thus consistently conceived as a relational event, the success of which is significantly influenced by the self.