The department hired a person from outside the organization to manage the Operations Division. Other changes in the organizational structure included a patrol work schedule which allowed for a significant amount of training time and several promotions to sergeant from qualified officers who showed ambition. For the most part, however, changes in organizational structure were minimal; the prevailing process was to change individuals. An organizational development consultant identified the following behaviors which seemed to result in complaints about officers: officers viewed people as adversaries, lacked interpersonal and communication skills, and had a low level of self-esteem and self-confidence. Providing "total quality service" to the community was established in the framework that each request for service would result in a "satisfactory conclusion." In addition, officers were held accountable for the outcome of their contacts with the public. Department-wide training was conducted to improve skills and understanding in the areas of self-esteem and interpersonal and communication skills. A new selection process was devised to identify applicants with effective people skills. The Brighton program resulted in a significant decrease in internal affairs investigations and complaints of police misconduct. Almost all citizens responding to a survey indicated satisfaction with the level of service and with the manner in which officers delivered service. Community policing implications of organizational change and personnel recruitment are discussed.