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Business & Managment

ROTHWELL • PARK • LEE

Organization Development (OD) consultants often face dilemmas when they
market their services because there is a gap between clients’ expectation and the
Marketing Organization
Development Consulting
actual role of OD consultants. This book is about how to overcome that issue by
finding effective marketing strategies for a different approach to consulting.

Marketing Organization Development Consulting: A How-To Guide for OD Consul-

tants focuses on the challenges faced by internal and external consultants in
marketing and selling their services. By distinguishing between performance
consulting and Organization Development (OD) consulting, this book demon-

M A R K E T I N G O R G A N I Z AT I O N D E V E L O P M E N T C O N S U LT I N G
strates why marketing and selling OD consulting services are unique. This book

A How-To Guide for OD Consultants

meets not only OD consultants’ needs by reflecting the philosophical background
of OD and distinctive marketing challenges but the needs of Human Resource
Development (HRD) managers who are interested in promoting or selling their
change interventions within their organizations.

This comprehensive book:

• Reviews important terms and popular tools used in the marketing process
and outlines the many roles a consultant must fill to obtain and keep the
business (i.e., marketer, salesperson, brand manager, account management).
• Reviews important terms and popular tools used in the marketing process
and outlines the many roles a consultant must fill to obtain and keep the
business (i.e., marketer, salesperson, brand manager, account management).
• Describes the criteria for self-evaluation as an OD consultant. It examines how
to identify your strengths and the competencies you need to develop based on
OD competencies.
• Provides an introduction to actionable steps and resources for organization
development, change management, and performance management consul-
tants to evaluate unmet needs and opportunities through a niche market for
consulting services.
• Covers how to communicate value to your target customers and how to
brand your service.
• Describes various channels of OD marketing such as viral, word of mouth,
and social media marketing.
• Reviews selling tactics for your consulting service and discusses the
importance of having a defined sales process to which you adhere.

Edited by
K30800
ISBN-13: 978-1-138-03331-3
William J. Rothwell
90000
Jong Gyu Park
9 781138 033313
J a e Yo u n g L e e
Marketing Organization
Development Consulting
A How-To Guide for OD Consultants
http://taylorandfrancis.com
Marketing Organization
Development Consulting
A How-To Guide for OD Consultants

Edited by
William J. Rothwell
Jong Gyu Park
Jae Young Lee
CRC Press
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 300
Boca Raton, FL 33487-2742

© 2017 by Taylor & Francis Group, LLC

CRC Press is an imprint of Taylor & Francis Group, an Informa business

No claim to original U.S. Government works

Printed on acid-free paper

Version Date: 20161022

International Standard Book Number-13: 978-1-138-03331-3 (Paperback)

This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to
publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials
or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material repro-
duced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any
copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint.

Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any
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Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identifica-
tion and explanation without intent to infringe.

Library of Congress Cataloging-in-Publication Data

Names: Rothwell, William J., 1951- author. | Park, Jong Gyu, author. | Yi, Chae-yæong, 1964-, author.
Title: Marketing organization development consulting : a how-to guide for OD consultants /
William J. Rothwell, Jong Gyu Park, Jae Young Lee.
Description: Boca Raton, FL : CRC Press, [2017]
Identifiers: LCCN 2016041202| ISBN 9781138033313 (pbk. : alk. paper) | ISBN 9781315311739 (ebook)
Subjects: LCSH: Consulting firms--Marketing. | Organizational change.
Classification: LCC HD69.C6 R68 2017 | DDC 001--dc23
LC record available at https://lccn.loc.gov/2016041202

Visit the Taylor & Francis Web site at

http://www.taylorandfrancis.com

and the CRC Press Web site at

http://www.crcpress.com
William J. Rothwell dedicates this book to his wife, Marcelina
V. Rothwell. She is the wind beneath his wings.
Jong Gyu Park dedicates this book to his wife
Bora Kwon and his son Seonjae Park.
Jae Young Lee dedicates this book to her husband, Sewon Song.
http://taylorandfrancis.com
Contents

Preface.........................................................................................................ix
Acknowledgments.................................................................................... xv
Editors...................................................................................................... xvii
Contributors.............................................................................................xxi
Advance Organizer................................................................................. xxv
1 Unique Challenges in Marketing Change Management,
Performance Consulting, and Organization Development...........1
WILLIAM J. ROTHWELL

2 Marketing Landscape, Tools, and Definitions............................13

MICHELE C. WELLIVER

3 Evaluating Personal Strengths and Weaknesses:

A Competency-Based Approach..................................................31
JONG GYU PARK

4 Evaluating Unmet Needs and Opportunities..............................51

MARIE CARASCO-SAUL

5 Proposal Process........................................................................71
AILEEN G. ZABALLERO

6 Pricing OD Consulting Services.................................................91

WILLIAM J. ROTHWELL

7 Channels for OD Marketing......................................................103

ZAKIYA ALSADAH

8 Communication Planning and Branding..................................123

AZADEH OMRANI-KERMANI

9 Personal Sales...........................................................................133
JAMIE CAMPBELL

vii
viii ◾ Contents

10 Executive-Level Communications.............................................. 159

JAE YOUNG LEE

11 How Measurement and Appraisal Can Be the Means

to the End of Marketing OD..................................................... 173
PATRICIA MACKO

12 The Future of Marketing OD Consulting..................................189

WILLIAM J. ROTHWELL

Index...............................................................................................197
Preface

Almost everyone is familiar with the role of a consultant. Above all else, a
consultant helps others. But many managers expect the consultant to play
medical doctor.
Medical doctors play a helping role, to be sure. Patients go to a physician
with pain or other symptoms. The physician, trained in diagnostic methods
and a diagnostic protocol, typically begins by asking questions about signs
and symptoms causing pain. When sufficient information has been obtained
in that fashion, the physician moves on to a physical exam and then more
intrusive examinations. The diagnostic approach finds the root cause(s)—
what is causing the pain—and only then can the physician prescribe medi-
cine or therapy to alleviate pain or address other signs and symptoms.
In the consulting field, many clients expect consultants to behave as
physicians do. Consultants are expected to ask questions, gather informa-
tion, and make recommendations to solve problems. The consultant plays
the expert and gives the client an answer. It is then up to the client to imple-
ment the course of treatment sufficient to solve the problem.
The problem with the expert (medical doctor) approach to diagnosis is
that it assumes that the consultant is the expert and the client needs treat-
ment. Its focus is always on what is wrong and what causes pain. It builds
up the credibility of the consultant at the expense of the client’s ownership
in change. Clients have no ownership in the problems, solutions, action
plans, or metrics identified by the consultant because they do not under-
stand how consultants arrived at the conclusions and recommendations.
More often than not, external expert consultants’ recommendations are
rejected because the client has no buy-in to what the expert believes. That
leaves a bad impression in the minds of clients in working with consultants.

ix
x ◾ Preface

But there is another way. It is the approach used by person-centered

clinical psychologists. That approach differs completely from the medical
doctor approach.
Clinical psychologists assume that clients already know their problems,
already have good ideas about how to solve the problems, but for some rea-
son are not implementing the solution(s). The psychologist’s role is to help
clients identify the barriers that keep them from implementing their own
solutions and knock down those barriers.
Organization development (OD) consultants function like person-centered
clinical psychologists. OD consultants assume that the people inside an
organization are actually the best experts on what problems face the orga-
nization, what causes those problems, how important those problems are,
what solutions should address the problems, how those solutions should be
measured, and how those solutions should be implemented. The real prob-
lem for OD consultants is that the members of the organization do not agree
among themselves about their problems, what causes those problems, how
important it is to solve them, how to solve them, how to measure the success
of solution implementation, or how to implement the solutions. The challenge
is herding cats to a common goal. It is a matter of facilitating the change
rather than imposing it based on expert knowledge.
In the OD field, one big challenge is overcoming the assumption of
managers and other stakeholders that the consultant is the expert, a “doctor”
who always has “medicine.” While there may be comfort to be gained by
assuming that other people always have solutions to our problems, it is not
an effective assumption in the long term. It will not stick because people do
not buy in. Nor does solving other people’s problems lead those people to
take responsibility or learn how to solve their own problems.
It is this assumption that consultants are always experts that leads to mar-
keting challenges for OD consultants. Everyone wants someone else to tell
them what to do. Once they are told, they reject it and then blame the con-
sultant. Much time, money, and effort are then wasted in a fruitless search
to have experts solve problems. When consultants succeed and find recom-
mended solutions, many clients refuse to believe them.
So, how do OD consultants market their services when clients expect
them to behave in ways they have been trained not to behave? Therein
is the marketing dilemma. This book is about how to overcome that
dilemma by finding effective marketing strategies for a different approach to
consulting.
 Preface ◾ xi

Audience for This Book

This book is for current or aspiring OD consultants and managers who wish
to apply facilitative approaches to change. It addresses the marketing issues
affecting both those who work inside organizations (that is, internal OD
consultants) and those who work outside organizations (that is, external con-
sultants). It should also interest others, such as human resource professionals
and operating managers, who have reason to manage change in organiza-
tional settings and to market or sell that change.

Overview of the Contents

This book comprises 12 chapters. The guiding framework of the book is an
implicit model of marketing.
Chapter 1 is entitled “Unique Challenges in Marketing Change
Management, Performance Consulting, and Organization Development.” It
defines these special terms and briefly describes the histories of each field,
emphasizing how these approaches to consulting differ and why that is
important to marketing.
Chapter 2 reviews important marketing terms and popular tools used in
the marketing process. This chapter also outlines the many roles a consul-
tant must fill in order to successfully get and keep business (i.e., marketer,
salesman, brand manager, account manager) and then discusses the unique
differences between marketing OD and marketing other approaches to con-
sulting. Furthermore, it draws a distinction between marketing challenges for
internal and external consultants.
Chapter 3 describes the criteria of self-evaluation as an OD consultant.
It examines how to identify your strengths and the competencies you need
to develop based on OD competencies. This chapter discusses the various
consulting styles and how one needs to flexibly adapt his or her personal
style to the role that the client demands. Also covered are what a capability
statement is, what components it should include, and some tips on how to
develop an effective capability statement.
Chapter 4 describes determining needs and opportunities about the
market. It provides an introduction to actionable steps and resources for OD,
change management, and performance management consultants to evalu-
ate unmet needs and opportunities through a niche market for consulting
xii ◾ Preface

services. The chapter will also cover how to identify a niche market and
how to develop strategy for OD marketing.
Chapter 5 discusses the basics of the request for proposal (RFP) and key
aspects to consider about the client when writing a proposal. This chapter
further differentiates OD consulting and management consulting and how
the proposal reflects the difference, as well as distinguish the difference
between work as a contractor/vendor, freelancer, or consultant. In addition,
this includes discussing the financial considerations when OD consultants
prepare the proposal.
Chapter 6 examines pricing consulting services in OD. It examines such
issues as the following: what are common pricing situations in consulting,
what makes the pricing of OD consulting services different from pricing
in management or performance consulting, and what philosophical issues
should be addressed by OD consultants as they consider their pricing strate-
gies for their work and for their clients.
Chapter 7 describes various channels of OD marketing such as viral,
word of mouth, and social media marketing. This is important because
much business in external consulting work is driven by this marketing. This
chapter describes and illustrates through examples the power of viral mar-
keting and social media and how it’s used to sell your services.
Chapter 8 covers how to communicate value to your target customers and
how to brand your service. This chapter also includes how to differentiate
yourself from the competition and brand your consulting service(s). Integral
to marketing is developing a marketing communication plan. Here, we dis-
cuss creating a plan to direct your marketing efforts. This includes discuss-
ing the process of communication, channels to get access to your market,
and setting clear objectives of your marketing efforts.
Chapter 9 reviews how to sell your consulting service. This c­ hapter
discusses the importance of having a defined sales process to which you
adhere. Covered are the steps in the sales process using a sales funnel
approach to visualize the process. In addition, this chapter also covers
presentation skills, elevator pitches, lead generation, and cold calling. An
elevator pitch is especially important for the internal consultant because
opportunities may present themselves during their normal day to get buy-in
from their coworkers or managers.
Chapter 10 discusses executive communication and getting past the gate-
keeper, chief executive officers, and board members. In addition, we discuss
how to get past the gatekeepers and get to the financial buyers and decision
 Preface ◾ xiii

makers in a company. Techniques for both internal and external consultants

are included.
Chapter 11 discusses different way to use common evaluation methods to
prove value for performance management, change management, or OD con-
sulting services. The chapter covers return on investment, discounted cash
flow, net present value, cost of capital, and hurdle rate. Then we explain
how these metrics are used by many companies and how you can use them
to sell your services.
Chapter 12 discusses the future. What is the future of marketing for OD?
We offer some predictions about the future of marketing OD.
http://taylorandfrancis.com
Acknowledgments

The editors thank the many people who helped make this book possible.
That includes chapter authors as well as those who reviewed the manuscript
to improve it.
Of special note, we would like to thank Jae Young Lee for her help in
finding and checking any necessary copyright permissions and Alexandria
Gryder for looking over the manuscript and suggesting improvements.

xv
http://taylorandfrancis.com
Editors

William J. Rothwell is president of Rothwell & Associates, Inc., and

Rothwell & Associates, LLC (see www.rothwellandassociates.com). He is
also a professor in the Workforce Education and Development program,
Department of Learning and Performance Systems, at The Pennsylvania State
University, University Park campus. He has authored, coauthored, edited, or
coedited 300 books, book chapters, and articles—including more than 90
books.
Before arriving at Penn State in 1993, he had 20 years of work experi-
ence as a training director, human resources, and organization develop-
ment specialist in government and in business. He has also worked as a
consultant for more than 40 multinational corporations, including Motorola
China, General Motors, Ford, and many others. In 2012 he earned American
Society of Training and Development’s (ASTD) prestigious Distinguished
Contribution to Workplace Learning and Performance Award, and in 2013,
ASTD honored him by naming him as a Certified Professional in Learning
and Performance (CPLP) Fellow. In 2014, he was given the Asia-Pacific
International Personality Brandlaureate Award (see http://www.thebrandlaureate​
.com/awards​/ibp_bpa​.php).
Truly global in his outlook, he conducted training in 15 nations around
the globe in 2014 alone and visited many other nations virtually to offer
webinars. Notably, in 2015, he visited China for his 76th time since 1996.
His recent books include Organization Development Fundamentals:
Managing Strategic Change (ATD Press, 2015), The Competency Toolkit,
2 volumes, 2nd ed. (HRD Press, 2015), Creating Engaged Employees: It’s
Worth the Investment (ATD Press, 2014), The Leader’s Daily Role in Talent
Management: Maximizing Results, Engagement and Retention (Institute
for Training and Development [Malaysia], 2014), Optimizing Talent in the
Federal Workforce (Management Concepts, 2014), Performance Consulting

xvii
xviii ◾ Editors

(Wiley, 2014), the ASTD Competency Study: The Training and Development
Profession Redefined (ASTD, 2013), Becoming an Effective Mentoring Leader:
Proven Strategies for Building Excellence in Your Organization (McGraw-Hill,
2013), Talent Management: A Step-by-Step Action-Oriented Approach Based
on Best Practice (HRD Press, 2012), the edited three-volume Encyclopedia
of Human Resource Management (Wiley/Pfeiffer, 2012), Lean but Agile:
Rethink Workforce Planning and Gain a True Competitive Advantage
(Amacom, 2012), Invaluable Knowledge: Securing Your Company’s Technical
Expertise—Recruiting and Retaining Top Talent, Transferring Technical
Knowledge, Engaging High Performers (Amacom, 2011), Competency-Based
Training Basics (ASTD Press, 2010), Effective Succession Planning: Ensuring
Leadership Continuity and Building Talent from Within, 4th ed. (Amacom,
2010), Practicing Organization Development, 3rd ed. (Pfeiffer, 2009), Basics
of Adult Learning (ASTD, 2009), HR Transformation (Davies-Black, 2008),
Working Longer: New Strategies for Managing, Training, and Retaining Older
Employees (Amacom, 2008), and Cases in Government Succession Planning:
Action—Oriented Strategies for Public-Sector Human Capital Management,
Workforce Planning, Succession Planning, and Talent Management (HRD
Press, 2008). He can be reached by e-mail at wjr9@psu.edu and by phone at
814-863-2581.

Jong Gyu Park is a senior partner of Rothwell & Associates, LLC. He spe-
cializes in the areas of human resource management (HRM) and organiza-
tion development (OD). Prior to working at Rothwell & Associates, LLC, he
was a management consultant at Deloitte and Talent & Rewards Group of
Willis Towers Watson, where he managed and administered various HRM
and OD consulting projects.
He has worked with both domestic clients in South Korea and multi-
national clients in a number of different industries. A partial list of clients
includes Allianz Life Insurance, Hyundai-Kia Motors, ATD, Halogen, ING
Life, Korea Exchange Bank, LG Corp., Ministry of Environment, Ministry of
Strategy and Finance, and SK Corp., etc.
He earned his PhD in business administration with an emphasis on
management at the Sungkyunkwan University in Seoul, South Korea. He is
a PhD candidate in Workforce Education & Development with an emphasis
on organization development at The Pennsylvania State University. He can
be reached at JGP@RothwellandAssociates.com.
 Editors ◾ xix

Jae Young Lee is a PhD candidate in the Workforce Education and

Development program with an emphasis in human resource develop-
ment (HRD) and organization development (OD) at The Pennsylvania State
University. She earned a BA and an MEd in Educational Technology, and
both degrees were earned at Ewha Woman’s University in South Korea.
Her career encompasses human resource development, human resource
management, and global business. She worked at KT&G, the fifth big-
gest tobacco company in the world, for a decade as an HRD manager at
the HRD, and the human resource (HR) manager at the global business
department.
Her research interests include strategic HRD, OD, employee engagement,
leadership, and self-directed learning.
http://taylorandfrancis.com
Contributors

Zakiya Alsadah is from Saudi Arabia and is a doctoral candidate in the

Department of Learning and Performance Systems at Penn State. Her focus is
organization development and human resources development. Her research
interest is in the talent development/work engagement. She earned a BS
degree in biology from Saudi Arabia and a certificate in English from the
IECP Institute at Penn State. She has worked as a volunteer English teacher.
Zakiya completed her master’s from Penn State in Workforce Education and
Development with a focus in communication in multicultural workplaces.
She decided to broaden her insights into the importance of an organization’s
human resources, which fueled the desire to pursue a PhD degree.

Jamie Campbell has been devoted to working with students from various
backgrounds for over a decade. Through his leadership, Jamie has success-
fully developed scholarship and summer programs for Project Grad Atlanta
and managed student organizations at Morehouse College. With aggressive
fundraising and ethical management of budgetary requirements, Jamie has
helped to implement and create diversity enhancement programs at The
Pennsylvania State University.
Jamie is the 2013 Dr. James Robinson Equal Opportunity Award winner.
This award is given to recognize a Penn State faculty or staff member who
has contributed to the university by improving cross-cultural understand-
ing. He was also recognized as a finalist for The Advisor of the Year Award
at The Pennsylvania State University. He has served as a panelist on topics
ranging from social justice to students’ issues and has served as a speaker
for several leadership programs. Jamie also serves as an advisor to several
student organizations within the Smeal College of Business and continues to
mentor graduates working in Fortune 500 companies.

xxi
xxii ◾ Contributors

Currently, Jamie is the assistant dean for Diversity Enhancement Programs

at the Smeal College of Business. He is a 1995 graduate of Morehouse
College, where he earned his BA in sociology and was inducted into Alpha
Kappa Delta (national honor society for sociology). He earned his ME with
concentrations in adult education and instruction education from Central
Michigan University in 2003. During his matriculation at Central Michigan
University, he was selected for admission into Phi Delta Kappa (national
honor society for education). Jamie is currently a PhD candidate in the
Workforce Education Program at The Pennsylvania State University. He
and his wife Kimberly are the parents of three children (Grace, Vivian, and
Lillian).

Marie Carasco-Saul is the managing director of Talent en Floré Ltd. Co.

She is a high-potential talent thought leader with expertise in organization
diagnosis and conflict management. As a millennial and mid-career profes-
sional coach, Marie advises leadership teams and individuals to strategically
manage talent, navigate career decisions respectively, and address issues
with interpersonal workplace dynamics.
Marie has worked both in the United States and United Kingdom at three
headquarter locations supporting global talent management and change
initiatives of the world’s largest oilfield service organization with responsibili-
ties in North America, Singapore, Malaysia, Russia, France, and the continent
of Africa. She has over 10 years of combined experience in career develop-
ment, human resource management, conflict resolution, and training.
In 2014, she and her coauthors were awarded the prestigious Cutting
Edge Award by the Academy of Human Resource Development for her
research on leadership and employee engagement.
Marie earned a PhD in workforce education and development with an
emphasis in human resource development and organization development from
The Pennsylvania State University. She is an executive MBA candidate at the
University of Texas–Dallas Naveen Jindal School of Management. She earned
an undergraduate degree in psychology and a graduate degree in industrial–­
organizational psychology. You can reach her at marie@talentenflore.com.

Patricia Macko is a third-year PhD candidate in the Workforce Education

and Development program with an emphasis in human resource development/
organization development. Her dissertation will focus on integrated talent devel-
opment. She has 20 years of experience in the financial services industry,
 Contributors ◾ xxiii

specifically in the areas of training and development, human resource man-

agement, business development, and sales. She has earned a BS in business
administration and an MS in instructional technology. She also earned the
designation of Certified Credit Union Executive.
For a decade, she held a senior leadership position with Belco
Community Credit Union in Harrisburg, Pennsylvania. Her most recent
position with Belco was training director. As training director, Patricia was
responsible for setting the strategic direction for the training and develop-
ment of all employees. Several of her accomplishments while working for
Belco were the development and oversight of a formal human resource and
training department, creation and facilitation of a strategic planning pro-
cess, development of a formal succession planning process, development of
a sales force and sales culture, and the research, development, and imple-
mentation of a formal human resource development planning process. Pat’s
expertise includes project management, strategic planning, organization
development, talent development, human resource management, and perfor-
mance improvement.

Azadeh Omrani-Kermani is a global professional as an organization

development consultant. Her focus is on human resource management, team
building, leadership, and entrepreneurship. She works as an entrepreneur
and business development consultant and designs workshops for both new
enterprises and corporations on how to develop their business model, digital
communication, and leadership. She is an expert in organization develop-
ment, along with personal development to facilitate leadership, communica-
tion skills, and team building strategies.
She has four years of experience in consulting information technol-
ogy companies and four years of experience working at the Chamber of
Commerce in Iran as a researcher and export marketing consultant. She had
held a position as executive officer of the private and public council and
provides research on facilitating private sector trade through regulations. She
has also consulted hundreds of small- and medium-sized enterprises, aiding
them in defining and establishing business strategies and export market-
ing plans to expand overseas markets through the Chamber of Commerce.
Azadeh earned an undergraduate degree in mathematics and master’s
degrees in business administration and strategic communications. You can
reach her at kermani.azadeh@gmail.com.
xxiv ◾ Contributors

Michele C. Welliver is a PhD candidate in the Workforce Education and

Development program with an emphasis in human resource development
and organization development at The Pennsylvania State University. Her
teaching and research interests are in sales and marketing. She earned a
BA in mass communications and advertising from Bloomsburg University
of Pennsylvania and an MBA in marketing from Wilkes University of
Pennsylvania. She also earned the American Marketing Association’s
Professional Certified Marketer (PCM) certification.
Michele has been a marketing instructor at Bloomsburg University for the
past 18 years and is currently the Frederick Douglass Teaching Scholar for
the Department of Management and Marketing. She has also served as a fac-
ulty advisor and coach for both undergraduate and graduate students at the
annual National Collegiate Sales Competition at Kennesaw State University
and the Retail Collegiate Challenge at Kutztown University.
In addition to her teaching experience, she enjoyed a rewarding career
in media sales, where she developed and managed new, direct revenue
radio accounts and created and implemented marketing campaigns for
radio advertisers. She worked as a director of marketing and research in the
broadcast industry directing station marketing initiatives, including strate-
gic planning, community service campaigns, and public relations support.
She also developed nontraditional revenue projects and supervised station
research projects encompassing both the news and sales departments.

Aileen G. Zaballero is a senior partner for R&A and a dual-title PhD

candidate in workforce education and development and comparative inter-
national education, with an emphasis on organization development, at The
Pennsylvania State University. She has been a certified professional in learn-
ing and performance (CPLP) through ATD (formerly ASTD) since 2009.
Her research focuses on the human factors and group processes that influ-
ence the competitive performance of businesses. Her recent publications
include chapters in Performance Consulting (John Wiley & Sons, 2013),
Optimizing Talent in the Federal Workforce (Management Concepts, 2014),
The Competency Toolkit, 2nd ed. (HRD Press, 2014), Encyclopedia of Human
Resource Management, Vol. 2 (Pfeiffer, 2012), and Handbook of Research on
Workforce Diversity in a Global Society (IGI Global, 2012).
Advance Organizer
William J. Rothwell

Complete the following Organizer before you read the book. Use it as a
diagnostic tool to help you assess what you most want to know about mar-
keting organization development (OD) consulting—and where you can find
it in this book fast.

The Organizer
Directions
Read each item in the following Organizer. Circle a True (T), a Not
Applicable (N/A), or False (F) in the left column opposite each item. Spend
about 10 minutes on the Organizer. Be honest! Think of marketing OD as
you would like it to be—not what some expert says it is. When you finish,
score and interpret the results using the instructions appearing at the end of
the Organizer. Then be prepared to share your responses with others you
know to help you think about what you most want to learn about OD mar-
keting. If you would like to learn more about one item below, refer to the
number in the right column to find the chapter in this book in which the
subject is discussed.

xxv
xxvi ◾ Advance Organizer

The Questions

Circle your Chapter in the

response for each book in which the
item below: OD consultants should: topic is covered:
Be familiar with unique challenges in
marketing change management,
T N/A F 1. 1
performance consulting, and organization
development
Be familiar with the basic principles of
T N/A F 2. 2
traditional marketing
Be able to identify personal strengths and
T N/A F 3. 3
weaknesses
Know how to evaluate unmet client needs
T N/A F 4. 4
and opportunities
T N/A F 5. Be able to write an effective proposal 5
T N/A F 6. Create pricing strategy for OD consulting 6
T N/A F 7. Identify channels for OD marketing 7
T N/A F 8. Build a personal brand as a consultant 8
T N/A F 9. Engage in “personal selling” 9
T N/A F 10. Communicate effectively with executives 10
Measure the effectiveness of OD
T N/A F 11. 11
marketing efforts
Describe ideas for future OD marketing
T N/A F 12. 12
efforts
____ Total
 Advance Organizer ◾ xxvii

Scoring and Interpreting the Organizer

Give yourself 1 point for each T and a 0 for each F or N/A listed above. Total
the points from the T column and place the sum in the line opposite to the
word TOTAL above. Then interpret your score as follows:

Score
11–12 points = Congratulations! Give yourself a grade of A. You may
be doing an effective job of marketing OD services and
OD consulting.
9–10 points = Give yourself a grade of B. You are doing many things
right in marketing OD services and OD consulting. But
there is room for improvement. Note those. Focus your
attention on those.
7–8 points = Give yourself a grade of C. You are muddling through.
You should focus on improving how you market OD
services and OD consulting.
5–6 points = Give yourself a grade of D. You are below average
in marketing OD services and OD consulting. Act to
improve your marketing!
4–0 points = Give yourself a grade of F. You are failing in marketing
OD services and OD consulting. Take immediate action
to improve!
http://taylorandfrancis.com
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 With all his popularity, he was the last man with whom any of them
would have taken a liberty. He would have been bold indeed who
would have asked him why he left the Fifth Hussars, not to speak of
a fine country place, magnificent shooting, and ten thousand a-year,
to lead a dull monotonous life on the scorching plains of India? He
would have been bolder still who would have inquired about the fair
and exceedingly pretty girl, that Captain Vaughan had seen sitting
next him at dinner the day of embarkation. Who was she? Was she
his sister or his sweetheart? Someone said he had a vague idea that
Fairfax was a married man; but he was silenced and crushed by
general consent.
Fairfax was a bachelor—crossed in love, if you will—but a
bachelor pur et simple. Look at his bungalow—rigid simplicity. Look
at his room—not a bit of woman’s work, not a photo, not an
ornament. A perilously narrow camp-bed, a few chairs, a portable kit,
a writing-table, and a squadron of boots, and that was all. There
were a few books, chiefly on cavalry tactics and military history,
leavened with half-a-dozen sporting novels; not a French one among
them. Anything but like the accepted idea of a smart young cavalry
officer’s lair. If, as they say, a man’s room is a type of himself, Fairfax
was a soldier, a rigid moralist, and above all a bachelor, and one who
would no doubt develop into an old bachelor into the bargain.
Captain Campbell and Lieutenant Harvey were sitting in their
mutual verandah, in long chairs, clad in costumes more conspicuous
for ease than elegance, smoking, taking away the characters of their
neighbours’ horses, and minutely discussing the approaching big
races. From horses they came to riders, and finally to Fairfax.
“He is one of the best fellows going, but I cannot make him out; he
looks like a man with a story.”
“He does; and he has one you may be sure,” replied Captain
Campbell with conviction, languidly puffing at his cheroot.
“If he was the life and soul of the Fifth, as we have heard, their
ideas of mirth and jollity are more moderate than I could have
imagined. Sometimes, I grant you, he is in fairish spirits, and he can
say very amusing things; but, as a rule, he is silent and distrait. It is
certainly in field sports and on parade that he shines most; brilliant
sociability is not his forte.”
“No, decidedly not; and yet how all the fellows like him, from the
latest youngster from home upwards; although he is down upon the
boys at times, and has the art of being more politely and
unpleasantly sarcastic than anyone I know. One would think he was
forty to hear him talk, he is so circumspect and staid; and he can’t be
more than six or seven and twenty at the very outside. The
youngsters respect him as if he was the Commander-in-Chief
himself; and the remarks at his end of the table are never so free as
elsewhere. There must be some reason for his premature gravity.
There’s a woman in the case, depend upon it,” said Captain
Campbell, tossing away the end of his cigar with an emphatic
gesture. “Cherchez la femme, say I.”
“I should not wonder. Probably he has been crossed in love—jilted
perhaps,” suggested Mr. Harvey.
“She must be uncommonly hard to please, whoever she is, for he
is one of the best-looking fellows you could see—well-born and rich.”
Captain Campbell paused for a moment to reflect on these
advantages, and then continued: “It is a curious thing that he never
mentions a woman’s name, and is altogether very close about
himself and his family. Do you remark that he takes tremendously
long solitary rides, and gives his horses the most work of any man in
the station, for he gallops often, he gallops far, and he gallops fast.”
“He never seems to care to ride with anyone, don’t you know.” (Mr.
Harvey put in “don’t you know,” on an average, every three words.) “I
offered my agreeable society at various times, but he always put me
off in that quiet way of his, don’t you know; so I thought: ‘My dear
fellow, saint as we think you, you have some little game up, and I’ll
see what it is, don’t you know.’”
“That will do, my dear fellow; that’s the eleventh ‘don’t you know.’
Stick to Fairfax,” exclaimed his companion impatiently.
“Well, last Saturday evening, about five o’clock, I saw him going
out of his compound on that new black Australian of his; and as I
was just going for a ride myself, I nipped up on ‘Agag,’ and struck out
after him, on the sly naturally; and a nice chase he led me—for
nothing too. He went easy enough till he got well out of sight of the
cantonment, and then, by Jove, didn’t he put the pace on! Oculus
meus! how he took it out of the Waler. He rode slap across country
as if he was mad, clean over every nullah, big or little, that came in
his way. I had a hideous conviction that, if I followed him, especially
on ‘Agag,’ I should come to a violent end, so I stayed in a mango
tope, and kept my ‘cold gray’ on him in the distance. When he had
galloped his fill, and exorcised whatever demon possessed him, he
came back after a ring of seven or eight miles, with the black all in a
lather, but looking as cool as a cucumber himself. I joined him—quite
promiscuously of course—but I fancy that he twigged he had been
followed; there was a look in those keen eyes of his that made me
feel deuced uncomfortable. I’m certain that he has something on his
mind. A woman for choice. Maybe he threw her over, and she went
mad, or drowned herself, or something, don’t you know, and the
pangs of remorse are preying on his soul, eh?” cried Mr. Harvey,
having talked himself breathless.
“A lively and cheerful idea truly,” said Captain Campbell, sitting
erect in his chair. “In my opinion it’s far more likely that the girl of his
affections has been faithless. He never talks of a woman, never gets
a letter from one; his correspondents are all of the sterner sex—vide
the letter-rack—and he keeps his own concerns religiously sealed
from every eye, and never talks of himself in connection with any
belongings. He is a mystery, and a most interesting one. Why did he
come out here? Why did he leave his old regiment, where he was so
popular? What makes him so reserved and self-contained? I have
watched him at mess, when all of you were listening open-mouthed
to one of the doctor’s stories. I have seen Fairfax, when he thought
no one was observing him, lean back in his chair, with a sombre
weary look, as if he were sick and tired of life. And that time when
Vaughan had fever so badly, and he nursed him, I sat up with him
part of a night. Vaughan was sleeping, and he remained in the
verandah. I fell asleep too, and when I woke up a couple of hours
later there was Fairfax in the very same attitude as I had left him, still
gazing at the stars, and still apparently thinking profoundly. I watched
him for a good while before I spoke, and there was something
indescribable in his face and attitude that made me feel very sorry
for him, and I seemed nearer to knowing him that night than I had
ever done before. Presently I said, ‘A penny for your thoughts,
Fairfax,’ and he gave such a start as he turned round and said, ‘They
are not worth it; they are merely about myself, and not very pleasant
ones either,’ and then he got up and went back to Vaughan and
stayed beside him the remainder of the night. He is one of the best
fellows and most gentlemanly men I ever knew. But as to following
him as you have done”—flourishing a fresh cheroot in the direction of
his friend—“or ever trying to force myself into his confidence, I would
as soon think of cutting my throat.”
“Did you remark him on Christmas Day?” asked Mr. Harvey
eagerly, as if struck by a sudden thought. “After dinner, when we all
drank ‘Sweethearts and wives,’ how taken aback he looked. I was
sitting opposite him, and he turned as pale as a sheet. He set down
his glass untasted at first, but I remarked that he drank it off
afterwards. There is a woman in the case, that’s certain.—Chokra!
bring me a brandy-and-soda.”

This conversation took place nearly a year after Sir Reginald had
joined the Seventeenth, and during that year two events of
importance had occurred. I will relate them as they came. He had
been several months at Camelabad, and had quite settled down to
Indian military life, and was beginning to look upon the short time he
had spent at home as a sort of fevered vision. He never heard from
Alice. His only correspondents were Mark Mayhew and Geoffrey,
with an occasional note from Helen. He heard from her that his wife
had shut herself up at Monkswood and declined all society, that her
answers to their letters were rare and brief, and that her aunt, Miss
Saville, had been laid up in Ireland with rheumatic fever, and would
not be able to join her niece for some time.
This was all that he had gleaned about Alice since he had left
home; consequently, when carelessly glancing through the Home
News one mail-day his eye was caught by the following, “Fairfax—
On the 10th inst., at Monkswood, Lady Fairfax, of a son,” he was
simply thunderstruck. He took the paper over to his own bungalow
adjoining the mess and read the paragraph over and over again—it
had an absolute fascination for him—but read as he would, it came
to the same thing. It could not be her, it was some other Lady
Fairfax; but scarcely of Monkswood also, his common sense urged.
He felt a conviction that it was true, and yet he could not realise it.
He a father—Alice a mother! Well, at any rate, he was glad it was a
boy. There was an heir to Looton now, whatever happened to him.
His father would hardly have rested in his grave if the Fairfax money
and acres had gone to the Serles and the good old name become
extinct. Yes, he was glad that there was no chance of that now; but
as for Alice, he thought worse of her than ever. That he should know
of their child’s birth through the medium of a newspaper showed the
contempt in which she held him. His dark cheek reddened as he
angrily flung the paper from him and began to pace the room rapidly
from one end to the other. He would take no notice whatever of the
event, as far as Alice was concerned. No, he certainly would not
write to her. This was the resolution he came to, as he proceeded
hastily to dress for mess, where he was, if anything, more silent and
preoccupied than usual.
As he was going to bed that night he called his servant Cox into
his room—a most exceptional proceeding. Cox was an old retainer,
who had followed him from the Fifth, and believed implicitly that the
sun rose and set entirely and exclusively in the person of his master
the major. He alone was in Sir Reginald’s confidence, and naturally a
silent and taciturn man; touching his master’s private affairs, he was
mute as the grave.
“Here, Cox, I thought I would show you this,” said Sir Reginald,
holding out the paper and pointing to the announcement.
Cox saluted, slowly read the paragraph, and stared blankly at his
master; then recovering his manners and his presence of mind, said
concisely:
“I give you joy, sir.”
 “Thank you,” said Sir Reginald, pouring out a tumbler of
champagne; “you are to drink his health and keep the news to
yourself.”
“Health and happiness and a long life,” said Cox, quaffing off the
toast as if it was spring water and wiping his mouth with the back of
his hand. After staring expectantly at his master for some seconds,
and finding him evidently buried in his own thoughts, he added
gruffly: “I suppose I may go now, sir.” An eager nod of assent was his
only answer, and he lost no time in backing himself out into the
verandah, and hurrying off to his barrack-room in time to report
himself before the bugles sounded the last post.
The following mail brought a letter from Mrs. Mayhew. She
generally enclosed a little note in her husband’s epistles, but this
was a long effusion for a wonder.
“Monkswood.
“My dear Reginald,
“You will have already seen the birth of your son and heir in
the paper, and no doubt were as much astonished as
everyone else. For the last six months Alice has lived in the
greatest retirement, seeing no one. Two or three times we
have asked her to come up to us, and she always excused
herself with one ridiculous plea after another. A telegram from
the housekeeper last Tuesday brought me down here the
same evening, and I found Alice very, very ill—so ill that for
several days the doctors were afraid to hold out any hopes of
her recovery. I dared not write and tell you this last mail, but
waited till this one, in hopes of sending you better news. Her
youth and a wonderful constitution have pulled her through,
and I may say that she is out of danger, though still extremely
weak, and subject to prolonged fainting fits.
“The life that she has led for the last few months has been
the chief cause of her illness. Morris tells me that she used to
walk for hours through the woods in all weathers, and took so
little food that it is a wonder she did not die of simple inanition.
 She never dined, but simply went through the farce of sitting
at table breaking up breadcrumbs, sending away the most
tempting delicacies untasted. Poor motherless girl, angry as I
am with her, I cannot help being sorry for her; she is so
innocent, so utterly inexperienced, and so alone in the world
—thanks to herself of course. If she had been a trusting wife,
how happy and proud you would both be now! She is so good
and patient I cannot help loving her, in spite of myself. Her
pride in her baby is simply ridiculous, and very touching to
see. To hear her, you would think it was the first of its species,
or at any rate that nothing so beautiful and so remarkable in
every way had ever been born. A mother at eighteen, and
looking even younger, I tell her that no one will ever believe
the child is hers. She has about as much experience of
babies as my Hilda—a baby with a baby. He is a splendid boy,
a real Fairfax. If I were to declare that he is like you, you
would say, ‘Rubbish, all babies are exactly alike!’ But he is
very like you all the same. He is to be called Maurice, after
her father, and Mark and I are to be sponsors. I have just
asked Alice if she has any message for you, and she has
replied in a very low and subdued voice—none. I have no
patience with her. I should like to take her baby out of her
arms and give her such a shaking, only she looks so
dreadfully frail and delicate—I really would. I need not tell you
that now, more than ever, it behoves you to trace the false
certificate. It is too provoking that you have not been able to
get leave to go to Cheetapore and search personally. It is
really a dreadful misfortune the register being lost, and the
clergyman and clerk both dead; but money can do a great
deal, and you are the last man in the world to spare it. I will
write again very shortly, and hope to have good news from
you before long.
“Your affectionate Cousin,
“Helen Mayhew.”
Helen kept her promise, and during her stay at Monkswood
Reginald heard from her regularly; but neither line nor message was
ever enclosed from his wife, so neither line nor message was ever
sent by him. He did not even mention her name in his letters—letters
which Helen could not refuse to Alice’s wistful eyes—letters which
Alice read with pale face and trembling lips, and returned without a
single observation.
Two months later a bad attack of jungle fever procured Sir
Reginald leave of absence. For months he had been like a bird
beating against the bars of his cage to get away to Cheetapore, as
letters, telegrams, and inquiries of all kinds had been utterly useless
in throwing any light on the mysterious certificate. But the colonel of
the Seventeenth Hussars was rather short of officers, and could not
spare his smart young major, who had no claim whatever to leave,
having so recently arrived from England; besides, his particular
motto was, “No leave,” and as an Irish sub once angrily expressed it,
“No leave, and as little of that as possible.”
At last Sir Reginald reached Cheetapore, very much knocked up
by the long journey, and a mere shadow of the man who had left it
two years previously. The Twenty-ninth Dragoons, who had replaced
his old regiment, hospitably took him in and “put him up.” For two or
three days he was prostrated by a recurrence of the fever, and fit for
nothing. The first evening he was able to go out he went and called
on the chaplain. He was not at home. Leaving a note to make an
appointment, he went on to the band with one of his entertainers. As
they drove round the circle, Miss Mason—still Miss Mason—lolling
back in her carriage, could scarcely believe her eyes, and Mrs.
Chambers, her once firm ally and now implacable enemy, could
hardly trust hers either. She said to one of the Twenty-ninth, who
lounged up to her barouche: “Who is that in the dog-cart with
Captain Fox? He looks frightfully ill.”
“Oh, that’s Fairfax of the Seventeenth Hussars. He has come
down here on some mysterious errand or other. He would be much
better on his way to Europe instead. Looks as if he was going off the
hooks, doesn’t he?”
“He looks very ill indeed. What on earth brings him here?”
 “Well, if you won’t repeat it, I’ll tell you,” coming closer and
speaking confidentially. “Strictly private, you understand. Mum’s the
word.”
“Oh, of course!”
“Well, I believe it’s about a marriage certificate which someone
posted home from here, and has caused the most frightful
unpleasantness in his family. He has a wife in England, so you may
fancy there was rather a scrimmage. He was only just married, and
to a most awfully pretty girl too, when this particular missive dropped
in. She left him at once, and he came out here with the Seventeenth.
He has left no stone unturned to get the affair cleared up, but he has
only managed to come down and see after it himself now—leave
stopped. I fancy he will make it pretty hot for the forger if he finds
him! It’s ten years’ penal servitude, is it not?”
“I am sure I don’t know,” replied the fair culprit faintly, looking very
white. “But oh! if she could only be the means of getting Charlotte
Mason transferred to Australia at Government expense! How too
delightful it would be!” ignoring her own little share in the transaction.
“Did you say that his wife had left him?” she asked, looking intently
at Sir Reginald, whose dog-cart was drawn up close by.
“So he told me.”
“How ill and worn he looks,” she thought, gazing at him.
“Supposing he should die!—he looked as if he had death in his face.
If he did, she would never know a moment’s peace—never! She
would make full confession and trust to his mercy. He would not be
hard upon her, it was not her fault; it was Charlotte Mason’s scheme,
and Charlotte ought to be shown up, unmasked, and transported.”
Being a person who almost always acted on impulse, she beckoned
to Captain Fox as soon as her former cavalier had sauntered away,
and asked him to tell Sir Reginald Fairfax that she wished to speak
to him particularly. Much bewildered and with great reluctance he
slowly followed the messenger to the carriage, where Mrs.
Chambers, with a rather frightened white face, accosted him:
 “I see you do not remember me, Captain Fairfax? It quite shocks
me to see you looking so ill.”
He bowed and muttered inaudibly.
“Won’t you get into my carriage for a little, and we can talk over old
times?” Seeing him hesitate, she bent over the side of the carriage
and whispered in his ear: “It’s about the certificate.”
With an alacrity she was quite unprepared for from his languid and
delicate appearance, he accepted her invitation and took a seat
opposite her, and turning his clear dark eyes upon her, looked as if
he would read her very soul.
Meanwhile Captain Fox sauntered off to join a promenading
dandy, muttering to himself: “That Mrs. Chambers sticks at nothing;
she is becoming faster and more foolish than ever! The idea of her
tackling a strange fellow like that! I had no idea he was such an ass!
A regular case of ‘“Walk into my parlour,” said the spider to the fly.’”
“Sir Reginald,” said the spider to the supposed fly, “I have
something to tell you,” and forthwith she unfolded her tale from
beginning to end. When she came to the part where she mentioned
it as a joke his eyes literally blazed, and he seemed with difficulty to
refrain from some exclamation; but till she concluded he was
perfectly silent. When she stopped to take breath after her hurried
confession, he asked, with pardonable vehemence:
“What have I ever done to Miss Mason or you that you should do
me such a deadly injury? Do you know that the happiness of my life
has been utterly destroyed by your ‘joke,’ as you are pleased to call
it? I must say that your and Miss Mason’s reading of the word is very
different to mine. The least you can do, and shall do,” he said,
looking at her sternly, “will be to make out a written confession of
everything, and send it up to my quarters (Captain Fox’s) to-morrow.
I can hardly believe that you can have been the credulous tool you
would appear. Good evening,” he said, springing out of the carriage
and walking over towards that of her confederate, who had been
watching the conference with the liveliest dismay.
 “Miss Mason,” he exclaimed abruptly, perfectly heedless of two of
Miss Mason’s satellites, who, with elbows on the carriage, and got-
up with enormous care, had been regaling the fair Charlotte with
scraps of the latest gossip—“Miss Mason,” he reiterated, “I know all!”
There was an indignant tone in his voice and an angry light in his
eyes that absolutely cowed her and astounded her companions.
“You have forged an infamous lie, you have tampered with a church
register, you have caused the greatest misery to a man who never
wronged you, and to a girl whom you have never even seen! You are
a forger,” he continued, almost choked between the two emotions
which were struggling in his breast—joy and rage. “Unless by to-
morrow morning you have made a full and explicit written statement
of the whole affair, duly signed and witnessed, I shall submit the
case to the cantonment magistrate, and you will be prepared to take
the consequences. Penal servitude is what you deserve,” he added
with bitter emphasis, as with a parting look of unspeakable
indignation he turned and made his way through the crowd.
His face was livid, his eyes burned like two coals. Captain Fox
gazed at him in undisguised astonishment. “Jove!” he thought, “what
a temper the fellow must have! He looks ready to jump down the
throat of all Cheetapore this instant. He is not a man I should care to
trifle with. The fair Chambers has evidently put him out, to say the
least of it.”
Sir Reginald hurriedly took him aside, and in as few words as
possible told him the story; and then Captain Fox’s face was a study.
His indignation knew no bounds. His expressions in connection with
Miss Mason’s name were startlingly strong and vehement, and he
laid the whip about his unlucky harness hack as if he had the fair
culprit herself between the shafts.
Mrs. Chambers’ “letter” arrived the following morning, and
although somewhat more pressure had to be brought to bear on
Miss Mason, her confession was received in due time. Both were
enclosed to Mr. Mayhew, who was to read them and forward them to
Monkswood.
 “Now she will, she must give in,” thought her husband. “In two
months her letter will be out here, and in three, please goodness, I
shall be in England.”
It is hardly necessary to state that the whole story of the practical
joke was all over Cheetapore in less than two days. Captain Fox was
by no means reticent on the subject, which was soon known to all
the Dragoons, and from them filtered to the cantonment in general.
Sir Reginald was the object of universal sympathy, and interest was
considerably augmented by the rumoured youth and beauty of his
wife. The whole incident had a romantic flavour about it that gratified
the jaded palates of the Cheetapore monde, and it afforded them an
universally interesting nine-days’ wonder. As to Miss Mason, the
place was literally too hot to hold her. She and her colleague were
put into “Coventry” forthwith. Finding such a position unbearable, she
took the earliest opportunity of leaving the station and going on a
long visit “up country.” But wherever she went the story was
whispered with various additions, cela va sans dire; and to the end of
her life she will have good reason to regret her practical joke.

END OF VOL. I.

CHARLES DICKENS AND EVANS, CRYSTAL PALACE PRESS.

 PRICE ONE SHILLING,

SWEETHEARTS BY THE SEA

BEING THE
Summer Number for 1882
OF

TINSLEY’S MAGAZINE.
CONTENTS.
A GLEAM OF SUNSHINE. By MABEL COLLINS, Author of
“Too Red a Dawn,” “An Innocent Sinner,” &c.
FLAT REBELLION. A Jersey Story. By BYRON WEBBER,
Author of “In Luck’s Way,” “Pigskin and Willow,” &c.
AFRICAN AND IRISH TIGERS. By JESSIE SALE LLOYD,
Author of “We Costelions,” “The Silent Shadow,” &c.
THE WRECK OF THE DINGLE. By JAMES
O’DONOGHUE.
HILDA’S VICTORY. By ANNABLE GRAY, Author of “Twixt
Shade and Shine,” “Margaret Dunbar,” &c.
ON THE COAST OF CLARE. By RICHARD DOWLING,
Author of “The Duke’s Sweetheart,” “A Sapphire Ring,” &c.
A DOUBLE KNOCK AND A BLOW. By W. W. FENN,
Author of “Blindman’s Holiday,” “After Sundown,” &c.
MR. WALKER’S LUGGAGE. By EDMUND DOWNEY.
HOW HE DISCOVERED IT. By Mrs. ALFRED PHILLIPS,
Author of “Benedicta,” &c.
 A PAIR OF —— By ALBANY DE FONBLANQUE, Author of
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