The paper uses James Thompson's theory of organizational change as a framework to investigate the core mission of American policing. A primary aim of the analysis is to assess the utility of Thompson's theory as applied to community-oriented policing (COP). Thompson maintains that, under the norm of rationality, organizations will tend to exhibit similar, predictable behavior under certain shared preconditions. The study examines prioritization of police functions and addresses the relationship between these priorities (ends) and the means used to try to achieve them. The conclusions drawn from this study highlight the complexity inherent in the slow process of organizational change currently under way in American policing. Findings suggest that little substantial organizational structural change has taken place in American policing in recent years, despite all the discussion of COP. American policing is likely engaged in a long process of evolution rather than a fast-moving revolution, more creeping incrementalism than decisive advancement. Tables, appendix, references