The article discusses the approach to the management of change used at the University of Copenhagen in an attempt to introduce a common market of education. I argue that the failure of implementation represents a classic exampleof misguided planned change management. Based on strategy papers, memorandums and detailed observations of meetings, I analyse the reception given by study boards and their heads to a specific social technology, a year and time table structure. I offer an explanation of their reactions which draws on an anthropological approach to organizations. I call for an alternative to the current authoritative and instrumental management and argue that university leadership will improve significantly if leaders aim for an experimental democratic process inspired by 'bricolage'.