In some organizations, coming to a consensus about what members' work is collectively about might be fairly straightforward. At a comprehensive public university serving more than thirty thousand students, reaching such a consensus is, more often than not, a real challenge. A tradition of faculty and staff autonomy, full schedules, competition for scarce resources, and wariness about change can conspire to keep such a place atomized and fixed in the status quo. At California State University, Northridge, enough people were convinced that becoming a learning-centered institution was a worthy goal that they became the critical mass necessary to begin to shift the campus. This article describes the work of changing an entire campus. It first shares some fruits of the labor and then explores the labor itself. (Contains 2 notes.)