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Dan Roberts, Managing Partner of the law firm of Griffin and Tory, is about to chair an important and potentially divisive meeting of the partners. The meeting revolves around the firm''s Chief Executive Officer, Jim Hall, a non-lawyer who was hired to introduce more efficient business practices into the firm. Hall instituted a series of changes designed to move the firm from a traditional partnership to a more efficient commercial organization. The changes introduced highlight the differences and tensions between the corporate and partnership models of organization and serve to illustrate the challenges inherent in managing a knowledge-intensive, professional workforce. Although the changes introduced by Hall may have helped the bottom line, they also threaten the culture, identity and potential viability of the firm.