The premise that institutions pass through a grief process in adjusting to declining resources and radical changes, is proposed. In addition, strategies that administrators can use to respond to institutional grief are suggested. Elisabeth Kubler-Ross's paradigm of five grief stages/reactions to serious loss are described: denial, anger, bargaining, depression, and acceptance. In addition, William E. Avera's application of the Kubler-Ross grieving paradigm to groups and organizational settings, specifically the nation's reaction to the loss of cheap energy, is considered. The way that each grief stage may be manifested in higher education and possible actions and responses by college leaders are discussed. It is concluded that the paradigm's major usefulness could be helping those involved to better understand the affective aspects of dealing with institutional grief and to avoid taking personally any angry individual and group reactions associated with grief. This approach may also assist institutional leaders in dealing with the grief they experience personally due to financial and other crises. Leaders' personal reactions to adverse situations might inhibit them in working with others to find solutions. (SW)