A model of organizational analysis and renewal specifically designed for community colleges was developed to take into account internal functioning as well as the demands of external constituencies. The model is based on three elements: differentiation, referring both to the division of labor and the attitudes and subcultures that result from that division; integration, or the amount of cooperation needed to achieve unity of effort in working toward organizational goals; and assessment of the external environment. The model was applied to two community colleges: Columbia College, in California, and the West Campus of Pima County Community College District, in Arizona, to determine similarities and differences between organizational structures. Similarities found in the campuses' organizational structures included the following: the least amount of time was spent on long-term issues; there was a low level of certainty regarding external information; and there was a high level of certainty regarding internal information, but no consistency among unit leaders. Organizational structure differed in that the West Campus emphasized peer relationships in accomplishing tasks, while Columbia focused on the task and took the peer relationship for granted. The model was found to be useful in recognizing barriers to integration in an institution; adapting to the needs of the future; and placing an emphasis on the value of individuals, units, and the system itself in any institutional efforts. (TGI)