Abstract
This article links together changes in the management of the courts and the power relationships among their high officials (President, Attorney general, Chief clerk). Eight courts have been studied and three different patterns of change identified. First, planned change concerning the global functioning of the court, which relies on projects elaborated jointly by the court leading officials. Second, more circumscribed reforms, which depend on specific alliances and limited agreements, where there is conflict between these officials. Finally, adoption of temporary measures, in order to face particular crises. In this last case, even if a good relationship exists between court high officials, it does not lead them to undertake larger transformation projects.
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