This case study explains the functional or practical difficulties that many organizations face when they change their leaders. By describing the experiences of the two principals, two distinct styles of leadership are displayed, each of which provides the reader with the opportunity to understand some aspects of frames in organizations: structural, human resource, political, and symbolic. The case also illustrates conceptual frameworks about the tacit difficulties change agents may encounter as they attempt to implement their visions in environments where the organizational culture is not prepared for the change or is simply resistant to it. (Contains 1 note.)