Rather than a direct report on staff development programs, the speaker presents a case study of a district's experiences in organization change that were planned to improve the ways in which the school system fulfills its basic mission and goals. The change plan emphasized staff development at the administrative level as a means of decreasing the focus in the district that were opposed to change. The plan included retreats, workshops, attendance at conferences, and meetings with national authorities, but emphasized the reorganization of the district to reduce the effects of provincialism and to develop a solid management team relationship at the higher levels of management. The school board was left out of the management team. Eventually the district was reorganized into two distinct divisions-instruction and support services. One major provision of the reorganization was the establishment and staffing of a department to facilitate long-range planning and staff development. The rationale of the reorganization was to arrange the school system's management team so as to focus more directly on the clients of the system--the students. (Author/IRT)