An overview is provided of Hagerstown Junior College's (HJC's) efforts to redefine and redirect the college's mission. First, introductory material places HJC's mission development project within the context of other leadership challenges for the 1990's. Next, a strategic planning process focusing on mission redefinition is explained, highlighting the following elements: (1) the use of a situation analysis wheel to blend elements of mission with aspects of future orientation and daily decision-making techniques; (2) the use of gap analysis to compare the action agenda with the operational plan of the college as a means of increasing acceptance within the campus community and insuring reliability; and (3) the formation of an educational charrette of community members to react to the action agenda, synthesize reactions into a series of recommendations, and integrate the recommendations into the college's action plan. The next sections focus on an innovation model involving two phases: idea generation and the determination of technical feasibility. The action strategies proposed by the planning charrette are appended. (EJV)