A program at the University of Akron, Ohio, that focused on teamwork and leadership that is responsive to social change in the urban scene is described, and implications for decision processes are addressed. The university became involved in reviewing, analyzing, and projecting activities and programs relevant to the university's mission through the development of guidelines regarding the goals of the university and its urban mission, and through the activities of an institutional planning and development commission, a committee for the study of the future, and an educational research and development center. In addition to these efforts, a program funded by the W. K. Kellogg Foundation was designed and implemented to help faculty and administrative staff improve their understanding of the university organization and operations and to develop individual and team leadership skills. The basic intent of the program was to enlarge the resource pool of individuals who would participate in the university planning and decision-making process. The program activities included full-day classes, task forces, internships, resource groups, breakfast forums, and a retreat. Perspectives on the involvement of faculty and administrators in university decision-making are presented in the following paper, which is appended: "Faculty and Administrator Development for Better Involvement in University Decision Making--An Actual Case: Introductory Remarks," by Foster S. Buchtel. It is suggested that better decisions result from collective thinking and advice, and that decisions reached through collective contributions have a better chance of successful implementation. (SW)