Introducing enduring innovations into a higher education organization requires commitment and support from colleagues. Organizational change involves three steps: (1) mobilization; (2) implementation; and (3) institutionalization. Without institutionalization, the innovation is likely to be terminated despite how well it may be communicated and implemented. The level of influence within the organization directly attributable to the innovation can be construed as being the extent of its institutionalization. Factors influencing longevity of innovations include the intensity of direction and support from organizational leaders, decision making and communication concerning the innovation's essential features, and incorporation of the dissident voice. Learning organizations, such as universities, can become innovative communities, where such innovation results in productive behavior, if organizational members have valid information upon which to base their actions and are thus more able to control what happens to them as community members. An organization's leaders and members must be flexible in developing innovations and setting levels at which these changes will achieve institutionalization. Contains 75 references and an index. (GLR)