The newly hired police chief of a mid-sized city first contacted the psychological consultants because of his concern about the officers' negative reactions toward the community and the lack of departmental cohesiveness. The consultants obtained additional information by interviewing officers as they worked their beats from patrol cars. This data revealed that departmental problems stemmed from alienation and distrust between supervisory and patrol level staff with officers feeling that supervisors discouraged open feedback, rewarded compliant behavior, and were overly critical. The recommended intervention program consisted of a brief training course for supervisors; formalization of guidelines for duty assignments, promotions, and assignment of partners; and regular meetings between the supervisory staff and the police chief. The training session included discussion time to handle any negative feelings from the supervisors. Pretest and posttest measures using the Job Description Index showed a significant increase in job satisfaction among officers. At a 6-month followup, the chief and a sample of supervisors reported continued improvement in interpersonal relations and job efficiency. The article contains 2 footnotes and 22 references.