This paper illustrates how planning, with the aid (or complicity) of institutional research, can be a revolutionary activity that facilitates change within an organization and brings the organization to a more accurate understanding of itself. It describes the use of strategic planning at Minot State University (North Dakota) to change a culture that was insular, reactive, complacent, inward-looking, and dependent on state resources to one that is more outward-looking, interactive, entrepreneurial, and globally aware. A planning model was constructed to complement the basic organizational structure of the institution and still allow for a two-way flow of information, counsel, and influence on university decision-making. The model called for analysis and synthesis progressing through four levels: departments, colleges, vice presidential areas, and cabinet. The strategic planning process involved: a major planning effort in year 1 and annual review and adjustments in years 2 through 5; a four-tiered planning structure; a guidance phase, planning and decision phase, and implementation phase; and yearly evaluation of all programs, activities, and resource allocations. The newly created Office of Institutional Research was charged with the evaluation of the first round of strategic planning. Strong and weak points of the planning process are discussed. The paper concludes with discussions and observations of what was learned in the planning lessons and how Minot State's planning process changed institutional culture. Contains 27 references. (GLR)