What conditions are necessary to support and nurture the growth of innovations when they are introduced into colleges and universities? This question has been the subject of much research in higher education [3, 7], in public schools [5, 2, 9], and a wide variety of industrial organizations [8, 11, 14]. The growing body of literature on innovations in organizations typically focuses on technological developments, defined broadly as better ways of accomplishing the organization's task. Examples include technical inventions (use of fiberglass), curriculum innovations (team teaching), and social organization of a work team (coal mining operations). In this study, however, we focused on managerial innovations instead of technical processes. We wanted to discover the patterns of behavior that supported managerial improvement efforts, and by contrast, the behavior that undercut those improvements. These improvements were attempted in forty-nine liberal arts colleges, and we observed the innovation process extensively.