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This paper reports findings from an enthographic study of educational restructuring in an Institute of Technical and Further Education (TAFE) in Victoria Australia. Educational restructuring is analysed as a process of institutional redesign and theorized in relation to recent debates in institutional theory concerning the nature of institutional change. The review distinguishes between hyperrational approaches to institutional redesign based upon assumptions about rational actors and their motivations and behaviours, and social and cultural perspectives on institutional redesign that sees purposeful institutional change achieved through processes of 'institutional gardening'. The paper documents the way Australian governments have adopted hyperrational strategies aimed at changing education and training by reworking institutional rules that frame the day-to-day practices within particular organizations. Reworking these practices of organizing serves to steer change by restructuring and rearticulating relationships, practices and centres of power within organizations. Data drawn from interviews with the TAFE Institute Director, and various managers and teachers are used to track the effects of government steering in the TAFE Institute. This analysis shows that government steering drives management steering in the TAFE Institute, creating new imperatives and work organization. These organizational changes are influenced by local conditions and management priorities. They also call forth counter-steering by teachers and managers as they attempt to deal with change. The paper suggests that hyperrational government steering drives towards probable educational futures but is also interrupted by counter-steering oriented to other values and priorities. While there are probable futures, there are also preferred futures to be willed for and worked for. [ABSTRACT FROM AUTHOR]