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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. 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.