The conditions that intensify conflict avoidance by the central administration in making strategic decisions, and the consequences of such avoidance for the management of college affairs, are discussed. The implication of an emerging decision-making style for adapting the organization to changing environments is also considered. Some of the conditions intensifying conflict avoidance are the problems of authority embedded in the history of an organization, in the nature of search processes, in characteristics of administrative careers, and in the problems that attend selective centralization of decision-making. It is suggested that many of the issues facing universities require new approaches. Such changes cannot be achieved without hierarchical support of strategic objectives, coordination of programs involving more than one department, and unambiguous delegation of authority, as well as flexible criteria for resource allocation. Overly cautious management centralizes selectively and delegates ambivalently. The positive functions of conflict should receive more emphasis, and experimentation and risk-taking should be encouraged. (SW)