Administrators can discover what kinds of implicit assumptions direct their personnel decisions. From this discovery they can gain a clarification that will broaden and strengthen their basis for administrative action. All too often administrators become preoccupied with the systems they develop or inherit for structuring their work, when they should be attending to the personal values, sensitivities, and characteristics of those on whom they impose their systems. By using a variation of the Role Construct Repertory Test technique called Personnel Decision Analysis, administrators contrast two sets of criteria: those they actually use when deciding which of a group of individuals to select for promotion, reassignment, or some other personnel action; and those they have formalized as the theoretical criteria that they should be using in such cases. While individual administrators find it difficult, on their own, to adjust their actually-used criteria to meet theoretical standards, interpersonal workshop experiences can help develop new interpersonal constructs that will be used on a practical basis. (Author/PGD)