ABSTRACT
This chapter argues that reform can be regarded as an aspect of organizational stability rather than of organizational change. Administrative reforms are often presented as dramatic, unique changes in organizations. The perception of problems in the current functioning of an organization can initiate the search for reforms and offer a strong incentive for attempts to implement them, as well as providing arguments to convince those whose support is needed. Management consultants play their part in helping to spread fashions. They also provide some variety within particular fashionable practices. Reformers conform to established norms or imitate other organizations which maintain or redefine norms. Reformers need a high degree of forgetfulness to avoid uncertainty as to whether their proposed reform is a good one. Reforms can be perceived as both positive and negative, from the point of view of both organizational insiders and external observers and stakeholders.
