The impact of the values of the executive officer and of the professional
membership on structural rnnovation is examined using a sample of U.S. Catholic
diocesan organizations in the process of creating clergy personnel boards. The
professionals' tolerance for change had a significant positive impact on the timing
of the adoption of the innovation, the executive's tolerance for change had a
significant positive impact on the new unit's influence during its first year. This
consistent division of influence is seen as a mechanism to minimize conflict
between the bureaucratic and professional elements in the organization. The
professionals obtain the appearance of change while the executive retains control
of the power structure.
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