Why and how do law enforcement agencies develop and change strategies to deal with the silent epidemic of domestic violence? Although academics discuss organizational change in the community policing literature, police department innovation needs further exploration. Outside community policing literature, there is a dearth of research that analyzes the process of changing law enforcement strategies, policies and procedures. Learning how police departments change policies to deal with victimization may offer other agencies valuable information relevant to implementing policies and overcoming obstacles. In 21st century policing, departments face many unprecedented challenges, like gang violence and terrorism. Sometimes departments prioritize preventing crimes, like street violence, guns, and drugs because these crimes are visible and immediately pressing. This category of crime takes priority over developing policies and strategies that prevent victimization that occurs outside of the public eye. The issue is that crime that occurs indoors, like domestic violence, can reach the public eye. Police officers suggest that studies in domestic violence are practical because they encounter domestic violence calls frequently and new information is useful. This study worked within a case study design and an organizational change theoretical framework revealing the path taken by the Trenton, New Jersey Police Department (TPD) to change domestic violence strategies and carry out these policies. Four questions were explored: 1) Which external or internal factors have an independent influence on changing domestic violence policies; 2) How are police department dynamics involved in creating a process for changing policies and ensuring compliance with policies; 3) What is the perceived utility of domestic violence strategies in assisting victims of domestic violence; and 4) What organizational factors are essential in facilitating policy implementation? This study provides insight into how organizations make decisions to change and secondly how they implement change. Consistent with organizational literature, this research suggests that implementation of new domestic violence policies is contingent upon need. In general, this study suggested that external factors, domestic violence homicides, provided impetus for changing domestic violence strategies. Secondly, a change agent, dedicated supervisors, detectives, and interagency collaboration are important during implementation stages. Participants also suggested that victim support is increased through interagency collaborations and increased compliance/accountability. Finally, participants suggested that agencies implementing a domestic violence unit focus attention on a change agent; training and educating officers/public; and compliance and accountability. Furthermore, departments should scan data and analyze their current policies to highlight problems and ensure compliance/accountability. Several participants also referenced the need for adequate manpower. An unanticipated finding was the role of compulsion. Organizational change literature consistently points to the role of resistance in impeding change within organizations. At the Trenton Police Department, officers did not resist, instead they felt compelled to change. Most participants understood the reasons for changing domestic violence strategies. Several participants pointed to the increase in domestic violence homicides over a short period of time. In summary, from the observations of participants, the strengths of the new strategies included victim support, increased compliance/accountability, and improved collaborations.