Abstract
Penn is restructuring the way it organizes, staffs, and funds computing services. Nine pilots are testing a new model developed by a campus task force and vetted throughout the institution. But a restructuring is just a diagram on a piece of paper until behaviors themselves change. This paper shows step-by-step how the structured, participatory process of designing the new model was itself a way of creating--and trying out--desired new relationships and outcomes. Three such outcomes of Penn's new model are explored--a more rational division of labor between the center and the schools, small businesses that put internal units to the market test, and building flexibility into the system with things like process teams and sunset laws. The paper was prepared by the Penn project manager, the organizational development consultants who helped Penn, and a key participant offer tips and techniques.