This paper presents a practice-based theory of administrative, supervisory, and organizational decision-making, which views the organizational decision-making process as a social enterprise. It also describes how to facilitate organizational change by promoting faculty involvement and shows how to increase the potential success of reform efforts. The theoretical perspective is based on three propositions--that decision making is at the heart of the administrative and supervisory processes; that successful organizational change must involve all members; and that people learn to make effective decisions through experience. The paper presents a four-phase decision-making process: identify the problem, generate interactions among the players, negotiate, and deal with the consequences. Brief examples of how various groups have applied the model are offered--Japanese automakers engaged in organizational decision-making, supervisors and teachers involved in curriculum design, and schools involved in restructuring. One figure is included. (Contains 35 references.) (LMI)