Moving into the 21st century, the landscape of the traditional higher education institution has changed, including its model of conducting business. Students in the millennial generation see higher education as a commodity, where learning can be acquired through different delivery systems. It is imperative that organizational leaders, like those in colleges and universities, improve, effectively responding to changing environments at their institutions. Double-loop learning (Rahim, 2011; Senge, 2013) is a formative method of organizational effectiveness that allows top managers to focus on the underpinning of conflicts like commodification of higher education and use strategic decision-making processes to recognize and accept the commodification trends and determine a course of action to improve their campus for the long-term. Force field analysis (Lewin, 1943) determined the driving and restraining forces of whether or not top leaders at colleges and universities throughout traditional higher education should view their institutions as commodities and concluded that the driving forces were more than the restraining forces, and change process was needed to re-establish equilibrium.

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