Using a multiperspective framework, this study seeks to identify the types of problems that occur when massive policy changes are implemented in a state agency. Results of focus group and survey data indicate how inadequately prepared employees were for the onslaught of welfare reform. Failure of management to clearly and consistently communicate policy goals and their inability to foster coordination and cooperation within the organization left service deliverers in a position of interpreting welfare reform on their own. Translation of goals into specific tasks by upper management clearly broke down at the lower echelons.
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