What lessons about public sector reform can be learnt from using political anthropology to study governance reform? What are the strengths and weaknesses of such an approach? I contrast the everyday working experience reported in Rhodes (2011) with the core themes of civil service reform, namely evidence-based policy making, managerialism, and choice. I use five axioms for clarity of exposition: coping and the appearance of rule, not strategic planning, institutional memory, not internal structures, storytelling, not evidence-based policy, contending traditions and stories, not just managerialism, the politics of implementation, not top-down innovation and control.