THE FRUSTRATIONS ENCOUNTERED IN MOVING FROM A TYPICAL BUREAUCRATIC PROBATION SERVICE TO A TEAM-ORIENTED APPROACH ARE DESCRIBED IN DETAIL. THE FIRST STEP WAS TO HAVE A DEPARTMENT MEETING TO ANALYZE EACH OF THE 308 ACTIVE CASES. IT WAS FOUND THAT ONLY A THIRD WERE RECEIVING ACTIVE SUPERVISION. REASONS FOR THIS WERE IDENTIFIED AND COMMUNITY AGENCIES WHICH COULD BE ENLISTED TO MEET NEEDS WERE SOUGHT OUT. SKILLS AMONG DEPARTMENT MEMBERS WERE IDENTIFIED AND A SYSTEM WAS DEVELOPED TO GIVE CASES TO THOSE PROBATION OFFICERS WITH THE SKILLS BEST SUITED TO CLIENT NEEDS. AN ORGANIZATIONAL CHART ILLUSTRATES VARIOUS CLIENT SERVICES OFFERED THROUGH THE THE NEW SYSTEM. THE FOLLOWING 'SACRED COWS' HAD TO BE OVERCOME: (1) THE MYTH THAT A ONE-TO-ONE RELATIONSHIP IS THE ONLY WAY TO HANDLE A PROBATION CLIENT; (2) THE TRADITIONAL HIERARCHICAL SUPPORT SYSTEM; (3) THE MYTH THAT INDIVIDUAL AUTONOMY IS ESSENTIAL; (4) OVEREMPHASIS ON PROFESSIONALISM WITH A RELUCTANCE TO SHARE RESPONSIBILITY: AND (5) RECORDKEEPING AS AN END RATHER THAN A MEANS.