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This article examines why an initially successful innovative pedagogical practice was not sustained. The innovative practice was a computer-mediated activity known as Fifth Dimension (5D) within a collaborative project between a university and a local elementary school. The analysis identifies conflicts and transitional actions which prevented participants from continuing the 5D and yet reveal that the 5D had an impact on the participants’ dominant activities. The analysis provides grounds for rethinking the sustainability of innovations in school as a process of interplay between dominant and non-dominant activities which includes conflicts and almost unnoticeable transitional actions.