The individuals who use, or neglect to use, an innovation such as mainstreaming are the key to success or failure in change efforts. The concepts of individual stages of concern about an innovation and levels of use of the innovations are discussed. It is suggested that these dimensions can be used as diagnostic tools for facilitating change and as evaluation tools for determining the degree of success. Processes, procedures, and concepts that can be used to analyze the change processes and to plan and design changes are described. Sample data from a Dean's Grant Project are used to illustrate these processes. Implementation strategies and some guiding principles for change agents are presented. (JD)