The new management philosophy generated savings by increasing inmate-to-officer ratios, downsizing supervisory/midmanagement staff, consolidating departments, and "civilianizing" positions. Other savings were experienced in construction of facilities, from a "hard" to a "soft" cell environment, and in recruiting employees. The jail has experienced a reduction in violence and recidivism rates. The staff management system was outlined with expected behaviors in order to measure performance. A new leader provided a vision that permitted the organization to see a way to solve its problem and allow the process of change to occur. The leader solicited assistance from the staff in articulating the vision in writing. Some guidelines for implementing cultural change are to maintain employees' self-esteem by praising their past performance and involving them in the change; seeking participation and involvement in the development of mission, vision, and value statements; broadening decisionmaking; leader demonstration of commitment; and measurement of the desired and expected behaviors. A 42-item bibliography