In this paper, the principal of a high school in Eugene, Oregon, describes the impact of the adoption of collaborative decisionmaking procedures in his school. The collaborative decisionmaking experiment began in 1970 with an organization development (OD) intervention intended to train the school faculty in communication skills, group processes, problemsolving, and decisionmaking. The author served as the intervener for the project while pursuing graduate studies at the University of Oregon. The author describes the collaborative decisionmaking structure developed at the school as a result of the OD intervention and discusses some of the advantages and disadvantages of the new arrangement. Results of a 1974 staff survey showing showing widespread understanding and support of the collaborative structure are contrasted with the results of a similar survey from 1970, before the OD intervention. In a brief addendum, the author summarizes significant developments at the school during the first half of the 1974-75 school year and discusses the addition of student representatives to two of the school's decisionmaking bodies. (JG)