IN JULY 1973, AT THE REQUEST OF THE COUNTY SHERIFF, THE UNIVERSITY STAFF WAS BROUGHT INTO THE INSTITUTION TO FUNCTION AS A CATALYST FOR CHANGING THE OTHERWISE HOSTILE INDIFFERENT ENVIRONMENT INTO AN ENVIRONMENT WHERE STAFF AND INMATES WORKED TOGETHER TO FACILITATE REINTEGRATION INTO THE COMMUNITY. THE OVERALL GOAL OF THIS MODEL EDUCATION PROJECT WAS THE CREATION OF A COMPREHENSIVE PROGRAM FOR THE EDUCATIONAL REHABILITATION OF OFFENDERS AND A MODEL FOR CORRECTIONAL INSTITUTIONAL CHANGE. THE UNIVERSITY OF MASSACHUSETTS HIRED A PROJECT DIRECTOR WITH BACKGROUND IN COUNSELING, GROUP WORK, AND ORGANIZATIONAL DEVELOPMENT TO WORK ON THE PROJECT. THE JAIL ASSIGNED A CORRECTIONAL OFFICER WHO HAD PREVIOUSLY DEMONSTRATED INITIATIVE AND INTEREST IN CORRECTIONAL REFORM. THE PROGRAM WAS DIVIDED INTO THREE PHASES OVER A PERIOD OF THREE YEARS. DURING THE FIRST YEAR THE TWO CHANGE AGENTS BEGAN THE WORK OF CREATING VEHICLES FOR INSTITUTIONAL CHANGE. IN THE SECOND YEAR, THE TWO FUNCTIONED AS CO-WORKERS BUSY WITH THE ADMINISTRATIVE OPERATION OF THE NEW PROGRAMS DEVELOPED. THE THIRD YEAR WAS CONCERNED WITH THE INSTITUTIONALIZATION OF THE CHANGES THAT HAD TAKEN PLACE -- MAKING THEM ONGOING PROCEDURES OF THE JAIL AND NOT DEPENDENT ON THE CONTINUED INTERVENTION OF OUTSIDE REFORMERS. THE EXTERNAL CHANGE AGENT TOOK ON AN INCREASINGLY MARGINAL ROLE, FUNCTIONING MORE AS A CONSULTANT AND ADVISOR. BY JANUARY 1976, WHEN FUNDING FOR THE PROGRAM WAS NEARLY AT AN END, THE JAIL HAD SECURED ITS OWN SOURCES OF FUNDING TO MAINTAIN THE PROGRAMS THAT WERE UNDERWAY, AND THE INTERNAL CHANGE AGENT, WHO HAD BECOME THE OVERALL SUPERVISOR OF THE PROGRAMS, WAS IN THE PROCESS OF BECOMING AN EXTERNAL CHANGE AGENT HIMSELF. THE SUCCESS OF THE INTERNAL-EXTERNAL CHANGE-AGENT TEAM IS DEPENDENT UPON COMBINING THE ENERGIES OF TWO PEOPLE WHOSE SKILLS ARE COMPLEMENTARY AND WHOSE PARTICULAR LIABILITIES ARE CANCELLED BY EACH OTHER'S STRENGTHS. THROUGH THE THREE YEARS OF THE PROGRAM, THE TWO CHANGE AGENTS EXPERIENCED AN EVOLUTION OF THEIR RELATIONSHIP, FROM A GRADUAL PROCESS OF BUILDING MUTUAL TRUST, TO A PROCESS OF LEADERSHIP TRAINING (IN WHICH THE OUTSIDE CHANGE AGENT HELPED THE INSIDE CHANGE AGENT TO BECOME AN INNOVATOR WITHIN HIS OWN SYSTEM), TO A SHIFTING OR TRADING OF CREDIBILITY. REFERENCES ARE INCLUDED.