A field study was conducted to determine whether a general systems model was applicable to an antipoverty agency. The primary criterion for auditing the effectiveness of such an agency was "communication adaptation." The uniqueness and universality of the methodology employed allowed for accurate auditing. Ideal and empirically-derived communication models were conceptualized from appropriate theoretical and empirical data. Varied methodological techniques, including participant observation, interviews, and cont analyses, were necessary to provide holistic models. The results indicated that because of formidable political and social restraints, antipoverty agencies have extreme difficulty in appropriately adjusting to negative information input. In fact, because the center under observation could not deal adequately with negative messages, it was forced to close. Also, the ambiguity of these organizations operating under the aegis of an established institution creates institutional schizophrenia. The concept of power is important in understanding this problem. That concept has been neglected in communication research. (Author/JK)