Field data gathered by The Ohio State University Disaster Research Center in studying complex organizations suggest that the bureaucratic model is inadequate to explain organizational adaptation to stress. The informal structure does not replace the formal structure in such situations. There is instead a variety of patterned responses in adapting to the stress. The article illustrates these general points, sets forth a typology of possible patterned variations in bureaucratic adaptations, and indicates some factors internal and external to the organization which influence the direction and kind of adaptation followed.