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A reform of the state that would bring about a real and lasting transformation of the structures and the behaviors that influence the costs and the performance of the public sector is possible only with the support of civil servants. Yet, there are very few successful examples of an involvement of civil servants in the reform process. Three hypotheses are put forward to explain this paradox. First, the extreme fragmentation of the French public administration between numerous corps of civil servants and multiple levels makes it necessary for the reformer to come to terms with many different interests that are as bitterly defended as they are institutionalized. Second, the current process of dialogue with the civil servants - or what stands for it - is a highly centralized ritual, dominated by a highly politicized encounter with the unions, instead of being the decentralized dialogue mobilizing the various levels of management that exists elsewhere. Third, the negotiation about the reform occurs in a vacuum instead of being backed by a practice of ongoing debate and it therefore crystallizes many aspirations and frustrations instead of leading to a dispassionate discussion of the proposed changes.