Abstract
The effect of a change in a state welfare department's family-planning policy for mothers receiving public assistance following an intense public controversy is examined for its impact on the effectiveness of the program and the differential responses among counties of varying populations and community acceptance of family planning. By analysis of the service records it was found that the most negative impact occurred in those counties which, prior to the policy change, were most effective in enrolling the potential users of service and which represented the most positive attitudes toward family planning. It is hypothesized that the debasement of the organization's commitment to a value has a negative impact on the staff's propensity to action in support of that value to the degree of the staff's previous commitment to the value. The consequences for organizational effectiveness are discussed. Appropriate administrative response to value-laden controversy is suggested.
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