THE PROBATION DEPARTMENT EXAMINED HAD A STAFF OF 77 PROBATION OFFICERS AND 56 CLERICAL ASSISTANTS. THE ACTUAL DECISION STUDIED INVOLVED AN EMPLOYMENT PROGRAM FOR OFFENDERS. THE INTERACTIONS OF PERSONNEL, THE DIVISION OF THE DEPARTMENT INTO SUBGROUPS, THE PROBLEMS ENCOUNTERED, AND THE STEREOTYPED THINKING WHICH EVENTUALLY LED TO THE DEMISE OF THE PROGRAM ARE DETAILED. THE RESEARCH REPORT ITSELF IS DIVIDED INTO FIVE SECTIONS: AN INTRODUCTION, WHICH EXAMINES THE NEED FOR CHANGE IN THE CRIMINAL JUSTICE SYSTEM AND EXPLAINS THE ORGANIZATIONAL ANALYSIS TECHNIQUES TO BE USED; AN OVERVIEW OF THE CHARACTERISTICS OF AN ORGANIZATION; THE CASE STUDY ITSELF; A PROPOSED EDUCATION STRATEGY TO REDUCE RESISTANCE TO CHANGE AND TO AID ORGANIZATIONAL SELF-RENEWAL; AND A DISCUSSION OF THE SIGNIFICANCE OF THE STUDY TO THE CRIMINAL JUSTICE SYSTEM. IT IS CONCLUDED THAT THE UNCRITICAL CONFORMITY FOSTERED BY THE PROBATION DEPARTMENT'S SOCIALIZATION PROCESS LED TO RESISTANCE TO CHANGE. IT IS SUGGESTED THAT THIS PROCESS IS REPEATED THROUGHOUT THE CRIMINAL JUSTICE SYSTEM, RESULTING IN STAGNATION AND INERTIA. IT IS CONCLUDED THAT INNOVATIVE PROGRAMS WILL CONTINUE TO FLOUNDER AND DIE UNLESS INNOVATIVE LEADERSHIP IS CREATED. A 10-POINT EDUCATIONAL STRATEGY TO ELIMINATE STEREOTYPED THINKING AND TO FOSTER CHANGE IS SUGGESTED. A BIBLIOGRAPHY IS APPENDED. (GLR)