This article reports aspects of research in the reorganization of a local government social services department. It focuses on the issues of involvement, participation, and motivation, utilizing classic and contemporary concepts as a basis for discussing the empirical evidence. It is argued that the intention to allow greater participation foundered on the paradox that these changes lacked the explicit direction which became necessary in the context of sudden changes in the wider political and organizational environment. In conclusion, it is suggested that this case study shows a need for explicit leadership and direction if participation is to be fostered in hierarchical work organizations as a means of creating motivated staff and external contributors to the services provided.
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