ABSTRACT
This chapter explains a major intervention at Pennhurst Center, a state-owned and state-operated facility for the mentally retarded, located in Southeastern Pennsylvania, about 30 miles Northwest of Philadelphia. The hospital had a long history of staff difficulties, poor community image, and a series of problems both with staff and clients. The prime intervention was a consultant supervising 10 diversified staffs who were selected to conduct the organizational change program. Outcomes of changes over four years are presented with positive outcomes not only in the intervention program, but even despite a serious negative incident and the planned closing of the hospital. The early intervention made possible the collaboration and success at a later time despite severe problems in layoffs and staff morale. The chapter deals with the changes which occurred at the facility which would have been thought by almost everyone impossible to change. It recognizes that the differences exist between corporate and public-sector organizations.
