A total of 450 volunteer subjects from two major U.S. Navy Research and development laboratories participated in a field experiment designed to test methods for increasing individual self-development activities. Experimental subjects engaged in career planning efforts consisting of forecasting goal-setting, action-planning, and group discussion. Holdout control subjects participated only after complete criterion data collection on all subjects. Measures were taken from personnel records on the increased self-development activities engaged in by subjects following treatments. These criterion measures were supplemented by followup interview and questionnaire data. Highly significant differences (p .001) were found in the increased number of self-development activities undertaken by personnel at different hierarchical levels. Self-analysis and action planning appeared to be useful at higher (managerial) levels; no effects were found for middle-level personnel. Implications for individual and organizational training and development efforts are drawn. (Author/CK)