In this study, the authors problematize the use of slogans when it comes to leading major organizational change. Specifically, they outline the slogans that Border University leaders used to explain and justify the university's transition from a regional, primarily teaching-focused university to an aspiring nationally recognized, Tier One research university. They argue that Border leaders used slogans built out of dominant and attractive logics, which led to the silencing of important questions and critiques that faculty members had about the change, but failed to voice aloud. Educational leaders who are interested in administering a democratic and discursive organization will find the insights in this study useful. (Contains 2 tables and 1 note.)