The author contrasts two experiences (one successful, one unsuccessful) that he, as a consultant, had in implementing organizational development programs in two settings: a federal agency and a community college. Briefly discusses factors for consultants to consider when making decisions about which kinds of organizational development assignments…

The author presents a sampling of organizations that have some kind of formal, alternative career path for their nonmanagement employees. It is shown that the rules, conditions, and reasons for implementing parallel systems vary extensively. (CT)