ABSTRACT
This chapter describes the process used in an attempt to bring about a major organizational transformation in a medium-sized state human service agency, the Alabama Division of Rehabilitation and Crippled Children Service. In 1983, with nearly sixty years of history behind it, the division was characterized by unremarkable performance and an organizational environment geared toward maintenance rather than innovation and growth. The division provides restorative and rehabilitation services to Alabama's children and adults with disabilities, and its stated mission is to enable persons with disabilities to achieve social and economic independence. The chapter reviews the division's Blueprint for the Future in order to illustrate how values, goals, and, ultimately, implementations are linked. Organizational changes and implementation of new programs and systems can be traced directly to goals and values. Significant decisions made by the division's executive team and other organizational units are tested against the value-based decision structure.
