Laura Wollen, group marketing director for ARPCO, Inc., was getting ready to recommend her best product manager, Charles Lewis, for a position in the London office. Lewis needed the international exposure to progress toward senior management, and compared with Frank Billings, the only other serious contender for the job, Lewis was more experienced, creative, and mature. Yet David Abbott, Wollen's counterpart in the United Kingdom, didn't agree with Wollen's recommendation. He admitted that Lewis looked good on paper, but he wondered whether Lewis would fit in with the team and adjust to the British market. At first, Wollen didn't understand Abbott's reservations, but then she realized what he was really saying: "Lewis won't fit in because he's black." Wollen knew that Lewis was capable and that all he needed was a change to prove himself--just as she had had a chance as the only woman in the home workshop division. But when she became manager of power saws, she had support. From what she was hearing about the London office, Lewis would not. Lewis was excited about the possible promotion and was prepared to accept the challenge. But then he heard rumors about the difficulties he might encounter. He approached Wollen, saying "I don't want any guarantees, but if you don't think I can make it in that slot, don't recommend me." Suddenly, Wollen was less sure about who to recommend. Promoting Lewis would reflect well on her and help an important product line. But if Lewis failed, the product line would be delayed and Lewis might leave ARPCO for good. Wollen had to submit her recommendation by the end of the day. She was less sure than ever: Frank Billings or Charles Lewis? Four experts analyze that question. [ABSTRACT FROM PUBLISHER]