Using data from a participatory ethnography of an urban high school slated for closure, this article examines the impact of comprehensive transformation on the university-school partnership's goal to change from a culture of underachievement and negativity toward a culture of collaboration and excellence. We explore these question/s: How do comprehensive changes in infrastructure, policies, leadership, and instructional practices shape school culture? What role do shifting power relations (generative frictions) and authentic trust play in developing shared ownership of outcomes? We argue generative frictions produced changes in culture that impacted changes in outcomes.