Walking out to some of the edges we delineate in this book may seem intimidating,
depending on who we are in any given context: the consultant, community
member, employee, client or government of the day with whom we
are working. We may feel that our reputation and sometimes even our selfidentity
rely on perpetrating one or more of the myths of what defines good
professional practice in form, method and approach. The ‘risk-management’
experts in our organizations will be looking after us as well. In constrained
economic times, taking professional risks may seem unwise, even foolhardy.