School administrative decisions must be based on a broad range of input; the power of group thinking is required to ensure that the best decisions are made. The necessary transition from the old, closed autocratic administrative decisionmaking system to a new, open democratic organization requires not a radical leap, but a gradual transition. The South Huntington School District, a suburban school system on Long Island (New York) serving 5,500 students, initiated a Quality Circle program 7 years ago. Employees were given training in problem-solving techniques to allow them limited decisionmaking authority in their work situations under the guidance of management personnel. The noninstructional staff was enthusiastic and quick to participate in the initial training, but the teachers and administrators--already familiar with committee work and public presentations--tended to want to short-cut the systematic approach. The design of the quality circle program is restrictive; however, the program provides a core of individuals trained in problem solving who are ready to be participants in building-level and systemwide decisionmaking. The South Huntington School District is now poised to undergo a successful school-based management transition. (KM)