Instructional Development (I.D.) encounters are dependent for success on such variables as power, politics, promotion, and organizational placement. I.D. consultants must be aware of power bases or orientation of other personnel and clients, e.g., these four "power personalities" which affect their efforts in managing I.D. encounters: the gate (information) keeper, the decision maker, the opinion leader, and the change agent. Role negotiation between the consultant and client best achieves an equal power relationship. Promotion, or publicity, entails providing information on the organization's I.D. style and services, as well as on consultative style and orientation. Since organizational placement of the consultant influences trust and openness, the consultant should report to the chief academic officer to maximize his stability and legitimacy. At Iowa's Kirkwood Community College, diverse instructional development activities merged into an I.D. center in fall 1977, which brought all resources and activities under one coordinating function. This center stresses a supportive, service-oriented philosophy, as well as a collaborative internal atmosphere. Promotion of services have been both formal (external, highly publicized) and informal (low-key, internal). A list of 11 references is attached. (SW)