ABSTRACT
The logic of running dual Civil Service and Foreign Service personnel systems was as compelling during the early Laise period in 1975 and 1976 as it was later on, being in fact the same logic. Sponsors of the Foreign Service Act of 1980 had considerable advantages in terms of a client, the ability to control opposition, and luck. Someone influential must want the plan to succeed, and ideally, there will be other supporters. The client must be willing to devote time, energy, and political capital to seeing the proposal through. The earlier effort helped set the ground rules, and helped divert debate about the Senior Foreign Service into a more restricted context. "Catch up" can be much easier than breaking new ground. Reform in government may be so situation-specific that only general guidelines exist, which cannot provide a certain plan for positive results.
