A 6 year longitudinal study of community policing reform efforts in two Midwestern police departments was conducted that focused on the psychological and behavioral responses of police officers. The hypothesis being tested was that changes in organizational, management style, and training programs would enlarge and enrich the line officers’ job, as well as create a supportive work environment. This new environment would yield positive changes in officers’ attitudes, perceptions, and behaviors with respect to community policing and problem solving. Several methodologies were employed in the field, including in-person interviews with key participants, focus group interviews, observations, monthly monitoring, and a comprehensive review of documents. Five waves of survey data were collected to estimate the effects of the interventions on police personnel. The results show that significant changes were made in the two organizations during 6 years of intensive reform, and yet only limited effects were observed on police officers. A large group of officers for whom community policing, creative problem solving, and data-driven planning were easily adopted were identified. These individuals distinguished themselves repeatedly on a number of dimensions. They are the new “super cops” of the community-policing era and exhibit many of the idealized attitudes and behaviors promoted by community policing advocates. The study clearly identifies them attitudinally and the fieldwork documented the distinctive behavioral repertoire among several model officers. A closer look is needed, by ethnographic and other methods, to define their distinctive behavioral repertoire. 33 citations, appendix