Managing change in many modern organisations is a typical VUCA exercise – one in which there can be much volatility, uncertainty, complexity, and ambiguity; especially for those managing the process. This is largely because of how people react to change. Reactions to change are often based on anxiety rather than logic. The anxieties may be unfounded, but they are often based on deep-seated issues that make it easier for people to resist change.

The truth is that managing change is a very difficult task, and a risky venture.


Given the volatility, uncertainty, complexity and ambiguity of managing organisational change, how can we find a clear path to successful outcomes?

Arguably, the best path is the one shown by scientific research. People have been studying organisational change for over 70 years, and two important truths have emerged.

One important truth is this: what change managers do is very important. There are some tasks that must be done. And some approaches are more likely to work than others.

If you’re involved in managing change at any level, you need to know what these tasks are. You need to have them outlined in a logical, systematic way. And you should do them.

But another important truth as also emerged: what stakeholders have the psychological capacity and readiness to do is equally important. Change doesn’t succeed because managers do all the work. It succeeds because all stakeholders are ready and able to engage in the process and get it done.

The toolkit will help you to put both these truths into practice.


This toolkit is intended for anyone who is involved in managing change at any level and within any sort of organisation.

It is for people who are new to change management and are looking for some practical guidelines, and it’s for experienced people who are looking to improve their knowledge and lift their game.

If you are involved in managing change in any way, or would like to know how to do it, this toolkit is exactly what you need.


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