This case focuses on the persuasive strategies of a manager in the business support department of a large local government organisation that has been undergoing substantial change. Like many contemporary organisations, this one is guided in its change initiatives by emulating the "best practices" of "excellent" organisations and the popular writings of management gurus. This case illustrates the manager's use of a popular management book, and is based on data that I gathered as a participant observer in the organisation from late 1997 to early 1999. Many of the quotes are based on actual quotes from field notes and interview data.