This article focuses upon the relationship between power and organizational change. It specifically considers the question of under what conditions and utilising what tactics can people be induced to see their organizational existence in new ways. At the same time it focuses upon the basis of resistance to the methods employed within the organization and in so doing delineates the limits of such transformative power. For these purposes, it draws upon a three-year study conducted in the probation service and employs Callon's concept of a sociology of translation alongside the ideas of Weber and Foucault. The argument then extends beyond the probation service to note that the form and methods of these tactics are currently being employed throughout the public sector
