Shared governance in the community college district has both advantages and disadvantages. Among the three "perils" of implementing shared governance are that the process is difficult, lengthy, and sometimes tedious; that responsibility for decisions and actions must somehow be maintained; and that an appropriate role for faculty, staff, and administrators must be established and recognized by all participating individuals. Reaching a consensus in decision making requires that all parties be adequately informed of the issues. However, disseminating such information is not always conducive to effective management. In addition, teaching and learning may become secondary priorities as representatives miss time away from work or the classroom. Finally, special interest groups may try to misuse the power of shared governance to forward their own agendas, rather than working for the good of the district. While clear perils exist, shared governance promises many rewards, including the empowerment of participants, development of collegial relationships for an improved college environment, greater understanding among employees at all levels about the issues facing their community colleges, and improved communication. The participants in shared governance decisions are more likely to support policies that they have had a role in forming and are more likely to take personal responsibility for the outcomes of such decisions. As representatives in the group decision-making process report back to constituents, college-wide communication and understanding is greatly enhanced, improving the overall college environment. (PAA)