Effecting successful change in corrections is dependent upon the linkage of correctional personnel through some organizational network, so that they can continuously exchange ideas, develop common goals, and generate a power base for future action. Among classic strategies for change, power and attitude change are the two that relate directly to the needs of correctional practitioners. The power strategy is intended to obtain concessions in substantive areas, and the strategy of attitude change is designed to improve relationships. A power base in relation to a target group from which specific action is desired requires the ability to threaten the target group with harm, loss, inconvenience, or embarrassment. Although power tactics are inappropriate for correctional administrators, the strategy of attitude change could be employed. This involves (1) minimizing perceived differences between conflicting groups; (2) doing no harm to members of the rival group; (3) minimizing perceptions of potential threats; (4) emphasizing the degree of mutual dependence between the groups; (5) accepting or enhancing the status of those representing the rival group; (6) ensuring that contracts between groups are on the basis of equal status; (7) achieving a high degree of empathy with the other group's interest, motives, and expectations; and (8) creating a network of social relations involving numerous associations with third parties. Problems to which the strategy of attitude change could be applied are overcrowding, determinant sentencing, declining resources at the State and Federal levels, and a 'get tough' stance by many legislators. Eight references are provided.