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In 2011, the city of Flint, Michigan, was running a deficit of USD26 million, so the state appointed an emergency manager, who decided to source drinking water from the Flint River. Despite claims of optimal water treatment, residents became ill and complained about the cost, color, and quality of their water. No action was taken until two outside researchers documented high lead levels in children's blood and the water itself. In January of 2016, Michigan's Governor declared a state of emergency and activated the Michigan National Guard; by that time, residents of Flint had been exposed to poisoned water for 18 months. What went wrong? How did mistakes and dysfunctions in organizations, goals, and decision making combine to result in a catastrophic outcome? The case provides an overview of Flint, a chronology of the water sourcing decision, and information about the involved organizations and people.