This case study focuses on a scenario describing the experience of Leon Smith, a fictional rookie correctional officer (CO) in a large prison in a industrial city in the Midwest. Smith observed that inmates in the prison were always talking about their criminal successes and that many of them seemed eager (surreptitiously) to share intelligence information with officers. Newbie Smith was excited about the chance to gather information in prison and pass it on to law enforcement. Smith had ambitions to one day work in homicide investigations and thought that sharing information from prison would further his ambition, as well as the noble goal of helping law enforcement apprehend criminals and perhaps even terrorists. Smith, however, became disappointed when he began to observe that his fellow commanders were well aware of the ready availability of information, but were uninterested in much of what was happening outside their immediate sphere of work. In fact, they seemed more interested in their particular change or what was happening inside the prison. Smith learned more about his peers by talking to his duty sergeant Griswold, who expressed the view that all inmates are liars. Griswold also said that the officers are not police and that law enforcement would not want to hear from them, even if it was useful information. Griswold emphasized this point by saying that his lieutenant would have said the same thing if he had brought him information. This scenario provides examples of barriers to communication, the strength of informal organizational socialization, a possible good application of pin linking to share information between work units, and opportunities to improve communication. Each will be discussed... center of paper... "cover" for a meeting to reveal intelligence information. Regarding incentives and motivation, we will need to develop protocols to work with the District Attorney to reduce time served based on inmate participation in the intelligence cycle. If reduction of time served is not possible, there may be other benefits that can be provided to the inmate for his or her cooperation. References Conger, J. A. (1998). The necessary art of persuasion. Harvard Business Review,76 (3), 85-95. Stojkovic, S., Kalinich, D., & Klofas, J. (2008). Criminal Justice Organizations: Administration and Management (4th edition). Belmont, CA: Wadsworth/Thomson Learning, Inc. Tannen, D. (1995). The power of speaking: who is listened to and why. Harvard Business Review, 73 (5), 138-148. Toch, H. (1978). Is a "correctional officer", by any other name, a "nut"? Criminal Justice Review, 3, 19-35.