This thesis builds upon several theoretical ideas. The first of which is the anthropologists’ transition into the corporate context and the particular type of skills and value that someone with anthropological training can bring to operations management. As anthropology is relatively new and unfamiliar to corporations, anthropologists are often hired without explicit knowledge of how they will address organizational problems. Frequently, this incremental relationship building between the anthropologist and the organization leads to shifting project goals which come only after the anthropologist is able to reveal initial findings to someone who has the power to grant the anthropologist further access to employees and company information. This refocusing comes from a building of trust that is crucially important for the anthropologist’s ability to identify social issues, which is the anthropologist’s expertise. In order to develop the context of this project the following paragraphs will explain in more detail and expand into particular cases in which anthropologists have helped organizations to identify and manage social, organizational problems. As a relationship needs to be built between the anthropologist and the organization, here I argue that there needs to be continual relationship building between anthropological, design, and management theories to optimally solve organizational problems.