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into practice in the case study. The object of research is a bank which underwent a remarkable change in the division of labor. The author interviewed nineteen people from different organizational units in the bank to record the history of this management decision and then summarize each one as an organizational project: the “value project” and the “technology project”. He thinks that the decision is not as innocuous as it seems to be, because the division of labor is accompanied by the deconstruction and reconstruction of power. An analogy would be the overall impact of climate change on an enivironment. Thus the decision should be viewed as ‘the result of multiple language games played by ac- tors in different positions and with different intentions and interests. The author follows five methodological guidelines. First, power must be located not only at

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