The consequences of using analytic methods usually associated with rational management for university decision-making related to sexual equity are examined. The research consists of two case studies concerning faculty appointments and nonteaching professional staff salaries. The concern is with how long-standing situations come to be seen as organizational problems, the use of quantitative tools to infer the presence or absence of equity in the situation, and the impact of these processes on organizational decision-making. This study is designed to add to the literature related to systematic analysis by looking at a setting and an issue characterized by a great deal of ambiguity. The first case reviews the development of a pool model to analyze sexual equity and surrounding events related to the appointment of faculty from the late sixties until 1976. The second case focuses on the use of a regression model for assessing equity in librarian salaries. It is concluded that ultimately the effectiveness of rational analysis, although associated with hard technology, is dependent on an interplay of human values and beliefs, organizational structure and norms, external influences, and unpredicted events. Short-range and long-range strategies that may improve the ability of management to promote organizational changes increasing equity in employment opportunity and rewards on the campus are listed. (SW)