"More Secrets of Consulting" is the 2001 sequel to secrets-of-consulting-1985, published sixteen years after the original and reflecting both continuity and development in Weinberg's thinking about consulting and change. Where the 1985 book established the foundational framework — consulting as a helping relationship, the law-of-raspberry-jam, the helpful-model-of-consulting, named laws as tools for pattern recognition — this volume goes deeper into the interpersonal and psychological dynamics of change itself. The sequel is less a follow-on volume with new laws and more an exploration of why the advice in the original book is so difficult to act on even when its practitioners understand it intellectually.
The rudy-block-rule is among the book's key contributions, capturing the paradox that clients resist change regardless of whether their current situation is comfortable or not. The resistance is to change itself — to the uncertainty it introduces, to the disruption of adapted habits and organizational accommodations — rather than to the specific nature of the proposed improvement. Weinberg's treatment deepens the original book's engagement with the satir-change-model, which frames any genuine change process as passing through a chaos stage before reaching integration. The Rudy Block is the consulting encounter with that chaos stage: the moment when the consultant's demonstration that a change would improve things is insufficient to overcome the client's attachment to the known current state. Understanding that this is predictable rather than irrational is, for Weinberg, the prerequisite for working with it rather than against it.
The book also develops more explicitly than the original the psychological demands placed on consultants themselves. Weinberg's treatment of congruent-behavior — drawn from his long engagement with virginia-satir's human systems work — runs through "More Secrets" in a way that is more developed than in the 1985 volume. A consultant who is not personally grounded cannot help a client through the disorientation of genuine change; they will either avoid surfacing the real problem (placating) or force the client toward the consultant's preferred solution without attending to what the client actually needs (blaming or superreasonable). The extended treatment of congruence as a professional discipline rather than merely a communication style marks one of the ways the sequel moves beyond the original.
Within Weinberg's late-career output, the book belongs to the period of consolidation and deepening that followed the Quality Software Management series. By 2001 he had completed the four-volume quality-software-management-framework and was increasingly focused on the teaching and coaching work centered around the aye-conference and the psl-workshop-founded-1974. "More Secrets" reflects that practical orientation: it is written for people who have already absorbed the fundamental consulting framework and are working with the harder questions of actually practicing it under realistic conditions. The law-of-raspberry-jam and the other heuristics from the original book appear here in more nuanced forms, deployed in situations where the simple formulation is insufficient to capture the difficulty of the actual consulting challenge. Read alongside secrets-of-consulting-1985, the two books together offer a more complete picture of Weinberg's consulting philosophy than either provides alone.