Welfare organisation: implementation of new management structureProblem: the management team of a regional welfare organisation (social work, socio-cultural services) lost confidence in the operating manager and the board; the board realised that it had to get organised, that the management team had to go, and wanted legal advice and support for the re-organisation and dismissal. Solution: we realised that all bodies in the organisation, including the board, had become accomplices and that the implementation of the order of the board would entail a dynamic situation that would compromise the continuity of the organisation. We noted that the relationship between the board of the welfare organisation and the regional authorities (which provided the subsidies) was difficult and that the board had not been sufficiently accountable about the context. The governmental authorities wanted to reconsider the subsidy. After consultation with the board, Edgar Hennis arranged a meeting with all the major players in the organisation. The consultation made people realise that the continuity of the organisation was at stake and that a consequential mediator had been appointed (former minister) who could stand above the fray. Result: the welfare organisation adopted a new, modern management structure. The old structure made room for new managers who had the confidence of all stakeholders (including the governmental authorities). The subsidy for the welfare organisation was continued with new targets set.