EXAMPLES FROM URBAN POLICE DEPARTMENTS ARE USED TO ILLUSTRATE THREE FACETS OF INNOVATION: TIMELINESS, INTERNAL IMPLICATIONS, AND EXTERNAL IMPLICATIONS. TO INCREASE THE LIKELIHOOD OF PROGRAM SUCCESS, THE POLICE ADMINISTRATOR MUST OBJECTIVELY DIAGNOSE THE CLIMATE FOR CHANGE. THE NEED FOR A PARTICULAR INNOVATION MAY BE CLEARLY INDICATED, BUT INTERPOSING FACTORS (E.G., UNREST IN THE COMMUNITY, BUDGET CUTS) MAY MAKE IT NECESSARY TO POSTPONE IMPLEMENTATION OR TO CONSIDER A PILOT PROGRAM. POLICE ADMINISTRATORS SHOULD EXAMINE THE WAYS IN WHICH THE NEW PROGRAM MAY BE PERCEIVED BY EMPLOYEES AND THE POSSIBLE IMPACT OF THE PROGRAM ON EMPLOYEE BEHAVIOR AND MORALE. TO GAIN THE COOPERATION OF DEPARTMENT PERSONNEL, THE ADMINISTRATOR SHOULD MAKE ASSIGNMENT TO THE INNOVATIVE PROGRAM AN INDICATION OF STATUS. POLICE ADMINISTRATORS MUST ALSO PARTICIPATE IN POLITICAL PROCESSES OUTSIDE THE DEPARTMENT. PUBLIC OPINION IS IMPORTANT TO INNOVATION, PARTICULARLY WHEN PROGRAMS ARE OF A POTENTIALLY SENSITIVE NATURE. (LKM)