This case study examined the separation of a community college from a local university where both had functioned as one for 20 years. The study used Robert Yin's model of investigating a "real-life" situation and several sources of data including: informal interviews, field notes, and archival data. In addition, the metaphor of "divorce," frequently used by many institutional members, was explored as an analytical device. Initial results showed confusion among faculty over institutional mission and priorities at both the community college and the university with the community college faculty split over the vision of the type of student they aim to produce and the university faculty struggling to balance a desire to appear friendly and open yet scholarly and learned. Also found was a high level of confusion and problems with leadership. At the community college, members lacked strong leadership which increased general chaos. Balancing competition and cooperation also emerged as an issue with both institutions competing for the same students and yet having to cooperate in the use of shared resources (library, campus center, dormitories, classroom space). Included are 18 references. (JB)