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Abstract: This case examines the efforts of a new manager to improve morale at a rural Indiana county's Department of Public Welfare. Keith Weedman approaches his task not merely as a matter of better internal management but as one of changing the relationship between the welfare office and the community. Rather than announcing new initiatives, Weedman chooses to create a "think tank," a series of meetings in which county welfare officials and local leaders jointly devise ways of aiding those on public assistance.
Learning Objective: The case invites discussion of the relationship between internal and external management initiatives and on the process by which new ideas can gain acceptance. Good for total quality management courses.