Abstract
The notion of culture is central to any analysis of Whitehall and change in departments. Most civil servants have a notion of culture; it is a mechanism through which they are socialised into a common conception of the Civil Service. Indeed, in reforming Whitehall, governments have been concerned to create a departmental culture and maintain a common Whitehall culture (see Radcliffe 1991; Mountfield 1997; Richards 1997; Wilson 1999). This chapter has two aims: to develop a theoretically informed account of the cultural change in Whitehall since the 1970s; and to examine the implications of this cultural change. It demonstrates how culture operates as a structural constraint, but is also open to constant reinterpretation.
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