This document presents a case history of an 80-hour consulting contract undertaken in 1984 whereby a human resources consultant provided training in team building, communication skills, and creative problem solving to the management team of the Water Revenue Department (WRD) of the government of the District of Columbia. The troubled history of the WRD organization, whose problems included low morale, internal tension, and overwork, is described. The consulting process undertaken is discussed. The first step described involved interviewing of management team members. Management by the whip philosophy, which had been used by WRD, is discussed. Organizations' needs for human resources development are discussed. Shortcuts to excellence taught as part of the consulting process are described. These include relaxation training, training in reflective skills, developing imagination, and identification with the WRD chief. Comments of members of the management group at the end of the consulting process affirmed the great value of investing in the training of employees. A list of 11 symptoms, their effects, remedial techniques, and outcome are included. (Author/ABL)