diff --git a/sample-handout.pdf b/sample-handout.pdf
new file mode 100644
index 0000000..730c806
Binary files /dev/null and b/sample-handout.pdf differ
diff --git a/sample-handout.tex b/sample-handout.tex
new file mode 100644
index 0000000..0e5d8be
--- /dev/null
+++ b/sample-handout.tex
@@ -0,0 +1,131 @@
+\title{Notes on Organizational Change}
+\author{Bil Kleb and Bill Wood}
+\date{3 February 2004}
+
+\documentclass{tufte-handout}
+
+ \usepackage{amsmath}
+ \usepackage{graphicx}
+  \graphicspath{{graphics/}}
+
+ \pagestyle{empty}
+
+\begin{document}
+
+\maketitle
+
+\newthought{The} Beckhard-Harris-Gleicher model of change%
+\sidenote{R. Beckhard and R. Harris, {\it Organizational Transitions},
+  Addison-Wesley, 1987.}
+states successful change will happen if and only if the product of the
+level of dissatisfaction with status quo, the appeal of the future
+vision, and the clarity of the steps necessary to achieve the vision is
+greater than the cost of change, measured in terms of emotion, direct
+expenses, and lost opportunity.
+\begin{displaymath}
+  \text{change}
+  \,\,\iff\,\,
+  \text{dissatisfaction}\times\text{appeal}\times\text{plan}
+  \,>\,
+  \text{cost}
+\end{displaymath}
+If any factor is low, the chance for successful change is slim, no matter
+how compelling the other factors might appear.
+Similarly, if the cost is high, change is not worth pursuing.
+
+\newthought{Satir's} model of well managed change%
+\sidenote{Virginia M. Satir, John Banmen, Jane Gerber, and Maria Gomori
+  {\it The Satir Model: Family Therapy and Beyond}, Science and Behavior
+  Books, 1991.\\ 
+  Gerald M. Weinberg, {\it Quality Software Management: Anticipating
+  Change}, Volume 4, Dorset House, 1997.}
+emphasizes all change entails phases of loss and chaos that, if
+unanticipated, will cause a retreat to the original status quo.
+A change agent initiates the descent into chaos and then a transforming
+idea marks the beginning of the ascent to the new status quo.\\[5pt]
+\marginnote{Five stage Satir change model diagram \textcopyright\
+  stevenmsmith.com.}
+\includegraphics[scale=0.5]{satir_graph}
+
+\newthought{The} Bateson Double Bind%
+\sidenote{Gregory Bateson, D. D. Jackson, J. Haley, and J. H. Weakland,
+  ``Toward a Theory of Schizophrenia'', {\it Behavioral Science},
+  Volume 1, pages~251--264, 1956.\\
+  Gregory Bateson, D. D. Jackson, J. Haley, and J. H. Weakland, ``A Note on
+  the Double Bind'', {\it Family Process}, volume 2, 1962, pages~154--161.}
+is a recipe for schizophrenia that should be avoided in organizational
+structures:
+\begin{compactenum}
+ \item Locate a victim who is somehow dependent on you.
+ \item Issue a primary injunction with a threat of punishment for
+       non-compliance.
+ \item Issue a secondary injunction that contradicts the first, again
+       coupled with the threat of punishment for non-compliance.
+ \item Make the contradiction undiscussible and provide a threat of
+       punishment if it is discussed.
+ \item Make%
+\marginnote{Example: a researcher is dependent upon a mandated support
+  service and the support staff imposes a level of service that is
+  insufficient.}
+       the undiscussibility undiscussible, but make appearances
+       that everything is discussible.
+ \item Make the victim believe they cannot exit the situation.
+\end{compactenum}
+
+\newthought{Block} observes that vision statements are worth something
+only to those who make them.% 
+\sidenote{Peter Block, {\it Stewardship: Choosing Service Over
+  Self-Interest}, Berrett-Koehler, 1993.}
+A vision cannot be handed down from upon high.
+Instead, each person or team needs to craft their own vision statement
+to have vested ownership and accountability.
+One clear requirement, however, is that at each level the vision must be
+tied to the one above.
+
+What%
+\marginnote{``Simple, clear purpose and principles give rise to complex,
+  intelligent behavior,'' says Dee Hock, former CEO of Visa
+  International.
+  ``Complex rules and regulations give rise to simple, stupid behavior.''}
+the core workers do need from those above is a clearly defined,
+tangible mission statement that can be used by those at the lowest levels
+to make everyday decisions.
+NASA's current vision, mission, and goals slides have recently been
+cited%
+\sidenote{Edward R. Tufte, {\it The Cognitive Style of PowerPoint}, 2nd
+  ed., Graphics Press, 2003, page~4.}
+as embarrassing examples of what not to do:\\[5pt]
+\begin{center}
+\includegraphics{nasa_vision_sm}
+\end{center}
+
+\newthought{Stop} using PowerPoint bullet list slides for strategic
+planning, technical communication, or anything but a marketing pitch.
+Lou Gerstner simply shut off the overhead projector when he
+began to bring IBM back from the brink of bankruptcy in 1992.
+He introduced the novel idea of using complete sentences to describe
+how goals would be met.%
+\sidenote{Louis V. Gerstner, Jr., {\it Who Says Elephants Can't Dance?
+    Inside IBM's Historic Turnaround}, 2002, page~43.}
+Furthermore, 3M has documented%
+\sidenote{Gordon Shaw, Robert Brown, and Philip Bromiley, ``Strategic
+  Stories: How 3M is Rewriting Business Planning,'' {\it Harvard
+  Business Review}, vol.~76, May-June, 1998, pages~42--44.}
+that bullet lists make us intellectually
+lazy in three specific ways: (1)~they are too generic---they offer a
+series of things to do that could apply to any business, (2)~they leave
+critical relationships unspecified, and (3)~they leave critical
+assumptions about how the business works unstated.
+Our project planning needs to (a)~embrace change, not try
+to suppress it and (b)~use PERT charts with uncertainties
+instead of CPM diagrams.%
+\sidenote{Robert Martin, ``PERT: Precursor to Agility'' in {\it Software
+    Development}, February 2003.}
+Budgets are forecast tools, not specifications.
+Costs should only be tracked to the same level of precision as benefits
+are tracked, because the cost-to-benefit ratio has an approximate
+uncertainty equal to the maximum of the cost and benefit uncertainties.%
+\sidenote{Tom DeMarco and Timothy Lister, {\it Waltzing with Bears},
+  Dorset House, 2003, page~147.}
+
+\end{document}
diff --git a/tufte-handout.cls b/tufte-handout.cls
new file mode 100644
index 0000000..2e7e840
--- /dev/null
+++ b/tufte-handout.cls
@@ -0,0 +1,83 @@
+\NeedsTeXFormat{LaTeX2e}[1994/06/01]
+\ProvidesClass{tufte-handout}[2004/02/04 v0.1 Tufte-handout class]
+\DeclareOption*{\PassOptionsToClass{\CurrentOption}{article}%
+                \typeout{NOTE: Passing ``\CurrentOption" option on to the
+                         standard LaTeX book class}}
+\ProcessOptions
+\LoadClass[11pt]{article}%
+ \RequirePackage[includemp,letterpaper,width=6.5in,marginparwidth=2in]{geometry}
+ \RequirePackage{paralist}
+
+ \setlength\marginparsep{0.375in}
+ \setlength\marginparpush{\baselineskip}
+ \setlength\abovedisplayskip{6pt plus 2pt minus 4pt}
+ \setlength\belowdisplayskip{6pt plus 2pt minus 4pt}
+
+\renewcommand\maketitle{\par
+  \global\let\and\relax
+  \begingroup
+    \renewcommand\thefootnote{\@fnsymbol\c@footnote}%
+    \def\@makefnmark{\rlap{\@textsuperscript{\normalfont\@thefnmark}}}%
+    \long\def\@makefntext##1{\parindent 1em\noindent
+            \hb@xt@1.8em{%
+                \hss\@textsuperscript{\normalfont\@thefnmark}}##1}%
+    \newpage
+    \global\@topnum\z@   % Prevents figures from going at top of page.
+    \@maketitle
+    \@thanks
+  \endgroup
+  \global\let\thanks\relax
+  \global\let\maketitle\relax
+  \global\let\@maketitle\relax
+  \global\let\@thanks\@empty
+  \global\let\@author\@empty
+  \global\let\@date\@empty
+  \global\let\@title\@empty
+  \global\let\title\relax
+  \global\let\author\relax
+  \global\let\date\relax
+}
+\def\@maketitle{%
+  \newpage
+  \let\footnote\sidenote
+  {\noindent\large\bfseries \@title\par}%
+  \vskip 3pt%
+  {\small \@date\par}%
+  \vskip 3pt%
+  {\small \@author\par}
+}
+
+% modify abstract section behavior
+ \renewenvironment{abstract}%
+   {\footnotesize\quotation\sffamily\slshape}%
+   {\normalfont\endquotation\normalsize}
+
+% modify paralist compact enumeration list to add rightmargin
+\def\@compactenum@{%
+  \expandafter\list\csname label\@enumctr\endcsname{%
+    \usecounter{\@enumctr}%
+    \rightmargin=2em% added this
+    \parsep\plparsep
+    \itemsep\plitemsep
+    \topsep\pltopsep
+    \partopsep\plpartopsep
+    \def\makelabel##1{\hss\llap{##1}}}}
+
+% modify \raggedright from latex.ltx to allow hyphenation per Donald Arseneau
+\def\raggedright{%
+  \let\\\@centercr\@rightskip\z@ plus .3\hsize% changed this line
+  \rightskip\@rightskip
+  \leftskip\z@skip
+  \parindent\z@}
+
+\providecommand\newthought[1]{\vspace{1.8\baselineskip plus 3pt minus 2pt}%
+                           {\noindent\scshape #1}}
+
+\providecommand\sidenote[1]{\footnotemark%
+  \marginpar{\textsuperscript{\thefootnote}\footnotesize\raggedright #1}}
+
+\providecommand\marginnote[1]{\marginpar{\footnotesize\raggedright #1}}
+
+\AtBeginDocument{\raggedright\setlength\parindent{1em}}
+
+\endinput