A literature search uncovered no protocol for organizational design that executives could use to effectively integrate the objectives of all critical actors in their organization's resource flows. The use of such a protocol could lead to increased stakeholder satisfaction and lower resource use through better organizational design. The purpose of this study was to describe the first trial of such a protocol based on stakeholder theory and dynamic system modeling methods. Using an action research-based qualitative case study, the investigation examined whether the protocol could assist the board of a small nonprofit in reaching an improved organizational design. Specific research questions addressed were whether the protocol helped the board to (a) identify critical actors, their resources, and objectives; (b) integrate their resources and objectives in a logical pattern of flows; (c) accommodate characteristic feedback patterns; and (d) provide a sociotechnical structure that was consistent with the resources and objectives of the critical stakeholders. Data were analyzed by pattern matching with a logic model. Evidence indicated the protocol did identify critical actors and resource well, but not objectives. Tentative evidence indicated the protocol led to an organizational design that integrated resources and objectives, and accommodated characteristic feedback patterns, but did not fully utilize structural change options available. Implications for theory and practice were drawn from the study that may further confirm, extend, and make use of these findings. While the results of this investigation were preliminary, with further study the actor-resource dynamics protocol could lead to positive social change by providing a disciplined, inclusive organizational design process that leads to more equitable treatment for diverse stakeholders and more efficient use of resources.