Although this handbook is not likely to turn me from clinician into organizational consulting psychologist, it certainly heightened my appreciation for the sophisticated and diverse interventions that are routinely applied in this field. Divided into eight parts and 31 chapters written by eminent practitioners and scholars, the handbook covers major theories, individual and organizational levels of application, consulting techniques, measurement approaches, and professional practice issues, including ethics and training. I was particularly engaged by the case histories, especially one chapter written by Harry Levinson, who makes organizational interventions based on a psychoanalytic understanding of the leaders’ strengths and weaknesses. In one case, the chief executive officer had to prepare the company for a change in leadership; in another, the company had to change focus due to a downturn in the business environment; in yet another, a passive chief executive officer was having a deleterious effect on the entire company. In these case histories, as with psychotherapy, Levinson became the object of transference and had to finesse the issue of whether to "support" the company leadership or analyze the weaknesses. As in psychotherapy, the consultant had to prepare the organization for the disappointment, loss, and anxiety associated with termination. Although this is the workplace, issues regarding attachment, dependency, intimacy, and power (also sex) are pervasive. There are also conflicts of interest, confidentiality concerns, and boundary issues (i.e., who is the identified client?).