The sytems view of organizations recognizes that all parts of the organization, including people and organizations within networks, affect all the other parts. This study examines the interorganizational relationships of a rural community human service delivery system in northern Minnesota. The coordination and integration of human services appear successful in this community. Ten agencies from about 30 in the system were selected randomly for this study; the agencies included a runaway youth shelter, residential facilities for juvenile offenders, a Planned Parenthood facility, a battered women's shelter, an elderly adults' daycare facility, a nursing home, a shelter for the mentally ill, a group home for the mentally retarded, and a day activities center for the mentally retarded. These agencies had network relationships with one another and with public schools, social services, federal programs, medical and psychiatric services, citizen groups, legal authorities and court systems, licensing boards, funding agencies, shelters, and the media. Interviews with the ten agencies provided information on administrative history and relationships, funding, agency agreement on service provision, the value of interagency cooperation, and how intra- and inter-agency conflict is handled. Findings indicated that the systems attended primarily to the areas of productivity, rewards, and conflict. The primary variables contributing to the high effectiveness of the interorganizational relationships within the system network were sharing a similar ideology, maintaining task-oriented information exchange, and managing distinctiveness of agency role. (ABL)