A survey of jail officers prior to the initiation of the participatory planning project indicated that they had little input in management decisionmaking and experienced low job satisfaction. Following the survey, volunteers were solicited from officers for 11 groups to plan the operation of major jail segments and draft the operations manual. Groups ranged in size from 8 to 10 and consisted of officers and sergeants from all shifts. The project staff was composed of three people: a line officer who organized and managed the meetings, the jail superintendent who participated in groups to challenge officers to depart from traditional procedures, and an outside consultant who monitored the groups and trained team members in participatory methods. Only one group was active at a time, and each group met once a week for 3 or 4 months. The entire project was completed in 18 months. The project products reflect the experience of the jail officers and the expertise they gained through self-study and research. The products are imaginative and innovative, marking a clear break with the traditions of the old jail, particularly in the areas of inmate classification and programming. A followup survey 1 year after project completion showed an increase in officer job satisfaction and in interaction with supervisors and peers. Increased job satisfaction was related to opportunities to contribute to and learn more about their work. 23 references.