Implicit in many reform proposals is a model of the policy process that is roughly linear: a proposed reform gets on the agenda for government action, a decision is made on the proposal, and the new policy or institutional arrangement is implemented, either successfully or unsuccessfully. This article presents an alternative, interactive model if implementation that focuses on the conflict for development, and the resources that policy makers and managers are likely to require to sustain a reform in the face of such reactions. Central to the analysis is the assertion that characteristics of the reform being implemented will largely determine the kind of conflict it engenders, where such reaction is likely to become manifest, and what resources are needed for sustainability. The analysis suggests a framework for the strategic management of reform initiatives.

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