A cooperative effort by administrators and institutional researchers to assess the public image of an institution of higher education as one step in the planning process is described. Discussed are the interpersonal dynamics occurring in the recognition of the general problem, the formulation of specific questions, the design of the survey instrument, and the communication of the results. The results--external negative evaluations--were transformed into a framework to reinforce planned change to make the recruitment/admissions/registration process more efficient and effective. In this case, administrators and institutional researchers, within the political context of the institution, successfully addressed the social obstacles to effective use of institutional research. (Author/LBH)