This chapter examines how institutional leaders can create systems and structures that empower people to behave more like Walters and less like Flint's officials. community yields many benefits in organizations. Membership in a community mitigates raw self-interest, allowing individuals to work together toward a common goal rather than against each other in a Darwinian struggle for survival. It begins with a discussion of Taylorism and the destructive nature of its reduction of knowledge to rules, laws, and formulas. funding models like Responsibility Centered Management (RCM) often serve to intensify that competition. While competition may have utility as a model in some organizations, we argue it has largely outlived its purpose where public universities are concerned. University structures can promote or impede the collaborative work required to address issues like class inequality effectively. The aforementioned story of Tamara Leech and Mike Mather's campus-community partnership provides a powerful example.