The Transition from Solo Practitioner to Business Executive



We began outlining the evolution of a scientific consultant in Chapter One, examining questions such as “Why (and when) do scientists become consultants?” and “What are the uncertainties that prospective consultants face?” Then in Chapter Two we picked out the future consultants from a lineup of graduate students whose mentors were often part-time consultants as well as full-time university faculty members. We gave them, after they received their Ph.D/s, further training as part-time consultants while simultaneously establishing reputations in a scientific discipline, and we then traced them through the first difficult year following a decision to become full-time consultants. In Chapter Three we provided a long list of criteria by which new consultants could measure their success (or lack of it).


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© Carl J. Sindermann and Thomas K. Sawyer 1997

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