This case study focuses on a scenario describing the experience of Leon Smith, a fictional entry-level correctional officer (CO) in a large prison in a Midwestern industrial city . Smith observed that the prison's inmates were always talking about their criminal successes and that many of them seemed eager (surreptitiously) to share intelligence information with senior officers. Rookie Smith was excited about the possibility of collecting intelligence in the prison and transmitting it to law enforcement. Smith had ambitions to one day work in homicide investigations and believed that sharing prison intelligence would enhance both his ambition and his noble goal of helping law enforcement apprehend criminals. and maybe even terrorists. Smith was disappointed, however, when he began to notice that his fellow commanders were well aware of the ready availability of information, but were not interested in much of what was happening outside their immediate sphere of work. In fact, they seemed more interested in their own work or what was happening inside the prison. Smith learned more about his peers by talking with his Sergeant Griswold, who expressed the view that all inmates are liars. Griswold also said commanders are not cops and law enforcement wouldn't want to hear from them, even if it was useful information. Griswold emphasized this point by saying that his lieutenant would say the same thing if he brought him information. This scenario provides examples of barriers to communication, the strength of informal organizational socialization, possible good application of linking pins to share information between work units, and the possibility of improving communication. Each will be discussed...... middle of paper......covers" for a meeting to disclose information. Regarding incentives and motivation, we will need to develop protocols for working with the DA in order to reduce the length of sentence served based on the prisoners' participation in the intelligence cycle. If reduction of the sentence served is not possible, other benefits may be offered to the prisoner in exchange for their cooperation.ReferencesConger. , JA (1998). Harvard Business Review, 76 (3), 85-95. and Management (4th edition Belmont, CA: Wadsworth/Thomson Learning, Inc. Tannen, D. (1995). Harvard Business Review, 73 (5), 138-148. . Toch, H. (1978). Is a “Correctional Officer,” by Any Other Name, a “Criminal Justice Review?”, 3, 19-35.