In 1980, the environment of Eastfield College was characterized by declining enrollments, reduced funding, staff unrest, and low morale. In response to a collegewide need, Eastfield's Quality of Life project, originally designed to increase community participation, was transformed to focus on participatory organizational renewal. The renewal project was based on responsiveness to immediate needs and interests, spontaneous feedback to ideas, active listening, voluntary participation, and honesty. The renewal process involved small group discussions, brainstorming sessions, risk taking, the organization and follow-up of ideas, the establishment of information networks and support systems, management involvement, and small group activity planning. The process involved participants in creative problem solving and in finding new directions for accomplishing the work to be done. A participatory renewal process is most rewarding and effective when an organization recognizes change as a constant and when managers are aware of the process and structure of change; but however well the models for renewal may be executed, there will be some resistance to change. To reduce this resistance, several factors should be considered, such as achieving agreement on basic problems; ensuring feedback, clarification, and revision; and providing a supportive and accepting environment. (A 50-item questionnaire, which may be used to stimulate discussion, identify potential changes, and assess the organizational climate, is included.) (HB)