This was an investigation of organizational response to retrenchment in higher education. The presidents and deans of Washington State's 32 community and technical colleges were surveyed to measure the severity of, as well as the strategic and economic approaches taken to the retrenchment. It was found that although there was a statistically significant association of .69 (p > .05) between colleges that viewed retrenchment as a serious threat and the pursuit of revenue enhancing options, there was also a statistically significant association of 87 (p > .05) between the use of strategic retrenchment plans and a decremental approach. These findings support those in the literature which hold that the political context in which retrenchment ls carried out precludes implementation of strategies that are 1n the best long-term interests of the college. This investigation concludes that development of techniques for protection of administrators from retaliation by the college community during retrenchment episodes may be the most effective way to enhance college response.