ORGANIZATIONAL CHANGE, THEORIES AND MODELS OF CHANGE, AND EMPIRICAL GENERALIZATIONS AND HYPOTHESES ABOUT CHANGE ARE DISCUSSED. A MODEL OF POLITICS FOR ORGANIZATIONAL CHANGE IS FRAMED TO ANSWER THREE BASIC QUESTIONS: (1) WHAT ARE THE CONDITIONS THAT PROMOTE THE ARTICULATION OF ORGANIZATIONAL CHANGE PROGRAMS? (2) WHAT INFLUENCES THE ADOPTION OF PROGRAMS FOR CHANGE? AND (3) WHAT DETERMINES THE SUCCESSFUL IMPLEMENTATION OF PROGRAMS FOR CHANGE? THE KEY VARIABLE IS THE AMOUNT OF TRUST WHICH POLITICAL PARTISANS HAVE IN AUTHORITIES IN THE PARTISAN-AUTHORITY RELATIONSHIP. THE STUDY SETTING IS A LARGE MICHIGAN COUNTY SHERIFF'S DEPARTMENT. STUDY METHODS INCLUDE REVIEWS OF LITERATURE AND INTERVIEWS WITH COUNTY POLITICAL LEADERS, PARTY ACTIVISTS, ELECTED OFFICIALS, SHERIFF'S DEPARTMENT PERSONNEL, AND MEDIA PERSONNEL. A FORMAL SURVEY OF 124 EMPLOYEES' ATTITUDES TOWARD THE POLICIES OF A NEW ADMINISTRATION ALSO WAS CONDUCTED. THE SHIFTS IN ORIENTATION TOWARD A CONSERVATIVE 'LAW AND ORDER' SHERIFF WHO HEADED THE DEPARTMENT FROM 1964 TO 1973 ARE DISCUSSED, AND THE APPARENT CAUSES OF THESE SHIFTS IN TRUST AND THEIR RELATIONSHIP TO THE ARTICULATION OF REFORM PROPOSALS ARE EXPLORED. THE SUCCESSFUL CAMPAIGN OF A LIBERAL-REFORM CANDIDATE FOR SHERIFF IN 1972 IS DISCUSSED, AND THE INFLUENCES WHICH SHAPED THE EMERGENT TRUST ORIENTATION TOWARD THIS CANDIDATE AND HIS REFORM PLATFORM ARE EXAMINED. A SECTION ANALYZES THE RESPONSES OF DEPARTMENT EMPLOYEES TO THE IMPLEMENTATION OF CHANGE BY THE NEWLY ELECTED REFORM SHERIFF. THIS ANALYSIS INVOLVES AN ASSESSMENT OF THE FOLLOWING FACTORS: EMPLOYEE-TRUST ORIENTATION TOWARD THE NEW ADMINISTRATION; FACTORS WHICH APPARENTLY AFFECTED THE ORIENTATION; AND THE RELATIONSHIP BETWEEN TRUST AND THE LEVEL OF EMPLOYEE COMPLIANCE/RESISTANCE TO CHANGES INTRODUCED BY THE NEW ADMINISTRATION FOCUSING ON TRUST ORIENTATION CHANGES OF PARTISANS AND AUTHORITIES OUTSIDE THE DEPARTMENT. RESULTS SEEM TO SUPPORT THE TRUST MODE. A BIBLIOGRAPHY IS INCLUDED. (DAG)