Using the Dunkin and Biddle model, this field study examined the effects of the application of the assessment and goal-setting stage of the Enhanced Normative Systems Model (ENSM) on change at a state university. The ENSM, a blending of the Normative Systems Model and Metanoic Principles, emphasizes participant decision making and cultural change. The processes experienced by a commission appointed to study academic organization (composed of 15 faculty, 2 administrators, and a community leader) were examined using reports and documents, interviews with 8 community leaders and faculty members, a questionnaire completed by many faculty members, and a participant observer. Data were organized according to the ENSM's major theoretical process occurrences (a shared vision, alignment around the vision, participant decision making and involvement, internal and external assessment, and organizational culture change) and the product outcomes of change and increased participant decision making. These outcomes were reflected in the growing involvement of faculty from the initial 15 to over 70 in the evolved council and committees. Analysis of the data suggest that the process occurrences can assist movement toward cultural change. The ENSM is supported as a participatory change approach to higher education. The findings question the leader's role as the originator of the vision, and suggest that a more effective leader may be one who encourages and supports members of the organization to fulfill leadership roles. Three figures, one table, and a 57-item list of references are included. (SLD)