WHEN THE AUTHOR WAS HIRED AS A PART-TIME PSYCHIATRIC CONSULTANT IN 1972, THE DEPARTMENT WAS EMBARKING ON AN AMBITIOUS PROGRAM OF MODERNIZATION SPARKED BY $20 MILLION VOTED FOR IT IN A PUBLIC BOND ISSUE. AT THIS TIME THE DEPARTMENT WAS PERCEIVED AS AUTHORITARIAN, MILITARISTIC, INFLEXIBLE, AND GENERALLY CRISIS-ORIENTED RATHER THAN PROBLEM-ORIENTED. THE CONSULTANT ADOPTED A LOW-KEY ROLE WHICH INVOLVED BECOMING ACQUAINTED WITH THE PERSONNEL AND GENERALLY OBSERVING THE DYNAMICS OF HOW COMMUNICATIONS AND OPERATIONS OCCURED. IT WAS FOUND THAT PROGRAMS INITIATED BY HIM DID NOT GET OFF THE GROUND, WHILE THOSE ESTABLISHED IN RESPONSE TO REQUESTS FROM WITHIN THE DEPARTMENT MET WITH SIGNIFICANT SUCCESS. THE MOST IMPORTANT PROGRAM ESTABLISHED IS CONSIDERED TO BE THAT OF COORDINATING THE EFFORTS OF AN INTERDISCIPLINARY POLICE TEAM IN THE DESIGN AND DEVELOPMENT OF STANDARDIZED, HIGH QUALITY ON-THE-JOB TRAINING AND EXACTING PERFORMANCE EVALUATIONS FOR PROBATIONARY OFFICERS WHO HAD COMPLETED THEIR ACADEMIC TRAINING AND WERE WORKING IN THE FIELD FOR THE FIRST TIME. A SENIOR STAFF MANAGEMENT SEMINAR WAS ALSO CONDUCTED, FOR THE PURPOSES OF AIRING GRIPES AND DISSATISFACTIONS AND DEVELOPING NEW LEVELS OF TRUST AND OPEN COMMUNICATION WITHIN THE STAFF. THE CONSULTANT WAS REGULARLY INVOLVED IN CONVERSATIONS WITH STAFF MEMBERS CONCERNING HUMAN RELATIONS MANAGEMENT PROBLEMS. SOME GUIDELINES FOR THE PSYCHIATRIST AS ORGANIZATIONAL CONSULTANT ARE PRESENTED. REFERENCES BUT NO TABULAR DATA ARE PROVIDED. (RCB)