In the world of university IT, change seems like a near constant. What is left out of the process of evaluating past change and planning for future change is the need to pose questions about the culture of technology change in the university, how much change should be tolerated, and what imperatives should drive this change. A clearer understanding of these cultural issues can help in identifying reasons why change occurs or is allowed to occur, and what campus forces promulgate and which ones resist it. Hindsight and more formal auditing go a long way in legitimating or condemning past IT strategy. But understanding what university cultures endorse or resist change and what type of change they accept can also play an informative role in helping IT departments formulate clearer strategies for future change. This essay focuses on delineating two of these cultures and the revolutionary and counterrevolutionary tendencies that reside within them. (Contains 5 endnotes.)