The book first discusses the evolving community policing strategy that police middle managers are thought by many to resist. According to the authors, "community policing" is designed to "help redress and prevent crime, disorder, and fear problems through active, multi-faceted, consultative and collaborative relationships with diverse community groups and public and private-sector institutions." A review of community policing is followed by an overview of the traditional roles and functions of middle managers in most police departments. The authors consider whether middle managers should be performing their current tasks, given the new orientation toward community policing. A major section of the book examines why middle managers are considered by so many organizational analysts to be reluctant participants in the modification required for community policing. The authors then argue that if there are strong reasons to anticipate resistance to innovative policing from middle managers, there are also powerful reasons to hope and expect that middle managers can become willing partners in the reform movement. The book concludes with recommendations for ways that police departments, local government officials, and other stakeholders can help position and motivate middle managers to play constructive roles in adopting and improving community policing. Examples of ways in which middle managers have contributed to community policing throughout the country are provided. 336 references and bibliographic listings