Abstract
The case analysis which follows is based upon a paper which Mr. Saroff initially prepared for a reunion of current and past faculty members of the Federal Executive Institute (FEI), held in Charlottesville, Virginia, in February 1973.* I have been only occasionally a participant-observer of the FEI and do not presume to judge the effectiveness of that organization, any more, I think, than does Mr. Saroff. (Although, in the terms of the Watergaters, most of my hearsay evidence has been favorable to enthusiastic.) But the main theme of Mr. Saroff's paper on the relationship between personnel and leadership mobility on the one hand and innovation and adaptiveness on the other seemed to me a significant challenge to some of the assumptions in the current and predictive literature about organizations, with implications far beyond that altogether unique institution known as the Federal Executive Institute.
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