This monograph, relating to events that happened during 1966-68, is a case study of a voluntary, educational, and intercultural organization that had been service oriented for almost 15 years. The organization had been organizing literacy classes, opening rural libraries, providing health extension, and conducting a small program of publication and training. A grant was awarded, and the organization was asked to develop a new identity as a research and development organization for a national leadership role. This role change was to be accomplished by bringing in high-powered, well-trained professional workers from the outside and asking them to deliver research and development. The elite sabotaged their own rational model by hiring friends, students, and colleagues. Those who were already aboard felt inferior, rejected, and punished. There was resentment, intrigue, confrontation, fear, and pathology. By the time it ended, no one had gained, and the organization had lost. The case study points out that a new ideology, policy, doctrine, or organizational mission may be easy to own but more difficult to implement. The final chapter presents a conceptual reconstruction of the narration using a systems analysis approach on the study of an organization. (Author/MLF)