A case study was done of the possible role of strategic planning processes for smoothing the transition period experienced by colleges and universities when changes in top leadership occur. The study was conducted in a medium-sized midwestern state university that had begun, 3 years earlier, a strategic planning process which had been institutionalized throughout the university. However, the impending retirement of a long-term president and the inaugural year of a newly-appointed chancellor of a new system of higher education in the state threatened to upset the institutional equilibrium. A first phase of the study conducted a series of interviews and document analyses. Later a researcher attended meetings of a key strategic planning committee that oversaw the planning for the transition period. Findings suggested that members of an organization will participate in changing the organizational culture when a majority feel that they have a voice in guiding the change. In addition, a successful process must be able to contravene the tendency of participants to departmentalize and "turf-guard". Finally, leadership transitions not only leave a vacuum but unleash powerful forces in conflict for the soul of an institution that present problems for strategic planners. Included are eight references. (JB)