The recruit training program of the New York City Police Department was studied to identify and clarify organizational and social psychological problems pertaining to the legality of police actions, prestige of police officers, interpersonal methods effective in police work, and organizational factors in the department. Data were obtained from participant observation, department records, role-playing exercises, the critical incident technique, and questionnaires given to recruits during training and one and two years after graduation. Many gains from formal training tended to disappear or be reversed in the field, where conditions are often at variance with training content. It was concluded that the "semi-military" model for the Police Academy and the department is inappropriate for many levels of duty, and that the use of negative sanctions and the attempt at an appearance of close supervision hinder development of self-directing, autonomous policemen. Contradictions between formal and informal organizations in the department were also a hindrance. Problems of police inactivity, organizational loyalty, and innovation were linked to problems in training. (author/ly)