M ost health care delivery-direct patient service as well as consultationtakes place in the context of organizations, many of which are large and complicated. Add to that the government's extensive direct and indirect involvement in health care delivery and it becomes clear that there is more to functioning effectively in health service psychology (HSP) delivery than just being a competent service provider. Yet, despite increasing involvement of psychologists in consultation (e.g., Cooper, Newman, & Fuqua, 2012), they appear to rarely receive graduate training in team or organizational psychology either before or after receiving their doctoral degrees. Although the Standards for Accreditation for Health Service Psychology (American Psychological Association [APA], 2018) requires coverage in social bases of behavior, such course work primarily focuses on social aspects, primarily of individual-level behavior, an important but only partially relevant competency in consultation. The Standards for Accreditation (APA, 2018) requires training in consultation; however, consultation is not explicitly defined, so it could include consulting to individual clients on HSP-related issues or, conceivably, also include consulting to the organizations through which HSP services are delivered.This chapter focuses on organizational consulting in the context of corporations and with a particular focus on health care companies. In addition to delineating the competencies required, I make a plea for health service psychologists to widen their perspectives to better understand-and be able to function effectively and to work within-the context in which their services