The purposes of this paper are to describe a data-based organizational renewal effort in a school district, explain the application and utility of the collaborative process used, and discuss the implications of such activities for building-level delivery of educational services, particularly in the area of decision-making. Although the project was not a totally successful organizational development effort because all the intended goals and objectives were not attained, consultants concluded that the processes used--a combination of action research, collaboration, and participation-in-decision-making--emerged unexpectedly as vital intervention strategies from which implications for the practice of administration could be drawn. Methods utilized in the program are explained, as are factors having implications for the practice of administration at the building-level such as resistance to change, inflexible participants, and lack of support from the central office. The appendix contains worksheets, evaluations, workshop materials, definitions, observation sheets, and role activities. (Author/JM)