Using a case study of a client with common problems in placing women in non-traditional positions, this speech raises questions of diagnosis and intervention and presents an alternative organizational model that is then applied to the case study. The organizational model emphasizes four components: (1) mission (purpose or rationale for existence of the organization); (2) power (driving force, providing energy for members to achieve the mission or purpose); (3) structure (formal and informal policies and procedures); and (4) resources (means or assets). Based on the work of Robert Terry, the organizational model described is normative in nature and focuses on what the individual needs to be authentic. This approach differs from most interventions which tend to focus on structure, i.e., changing policies, or resources, i.e., giving assertiveness or career development training; this model focuses on the major issues involved (the power and mission components of the organization) while supporting such resources as the acquisition of new gender skills for men. Although not cost productive, this approach is cost-preventive--preventing the higher cost of large turnover and failure rates in placing women in non-traditional jobs. (MEK)