This page includes a variety of links to publications, webcasts and other items drawn from or relating to Changemaking and The Changemaking Checklists. It also lists several resources (articles, checklists, toolkits) that you can review and download. These will open in a new window and can then, if you wish, be saved to your own computer.

The resources include articles, excerpts from Changemaking, a 17-page toolkit (in Microsoft Word) to assist you in Making Meetings Work, a PowerPoint meeting template and a checklist of pitfalls in change. Others will be added from time to time. By all means let us know through the Contact page about topics you'd like to see covered in this section.

Editors and others who are looking for resources such as a book summary, author biography and photos can find these at the Media page.

In the August edition of The Edge, Richard Bevan writes about the importance of listening in the workplace. See

Mark Craemer writes the Workplace Wrangler blog in the Seattle Times. In his June 28 posting ("When Change Management Efforts Get Derailed") he discusses Changemaking and some of the frameworks and resources in the book.

"Bevan provides a straight-forward framework for what he calls the seven core factors for the effective management of change. These can also be especially helpful when monitoring the status of a derailed change effort in order to identify the necessary action to get back on track."

To read the full posting and review, visit

On April 15, 2011 the American Society for Quality (ASQ) hosted a 60-minute webcast by Richard Bevan. A recording of A Fresh Approach to Managing Change is available for download from ASQ's website at no charge (registration is required). The webcast provides examples of pitfalls in managing change, and tactics for avoiding them. It reviews the main factors in successful change, with a special focus on the three core factors of strategic clarity, stakeholder engagement and sustained communication.

Hubstaff offers a very useful infographic that provides practical guidance on how to run a remote (virtual) meeting.
Make a Case for Change appears in the May 2011 issue of Leadership Excellence. The article describes approaches to making a convincing case for change, and offers suggestions for how to document and deploy the case in a way that will support and drive a change initiative. The article can be downloaded here (see link below).
The September issue of Clement's Smart Supervision newsletter leads with the article At the front line of managing change. This describes the key role played by first-level supervisors in the change process, and notes some of the management myths that need to be overcome for change to advance effectively.

Here are answers to some of the questions about change management that aren't dealt with in the text of Changemaking or The Changemaking Checklists. These are drawn from discussions with colleagues and clients, from MBA classes, and from a wide range of people and groups involved in organizational change. By all means send additional questions to We'll send you a response and add the Q&A to this resource.

Wayne Turmel hosts the Cranky Middle Manager podcast series and writes the Connected Manager blog on bNet. On June 28, 2011 podcast #287 featured a 25 minute interview with Richard Bevan on the topic of Managing Through Change.

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Pitfalls in change draws on Changemaking to list obstacles, issues and characteristics that can cause a change initiative to falter or fail. These include a failure of sponsors to identify key concerns and obstacles in advance; a lack of training, information or other support for managers and supervisors managing the transition; and existing systems (e.g., rewards, training, information) that don’t support the new model.
Keeping Change on Track is the lead article in The Journal for Quality & Participation (April 2011 edition). You can download the article here or visit to see this and other resources. The article outlines a simple framework for managing change, and a set of questions to assess status and identify causes of a stalled or problematic change initiative. It also offers examples of tactics to restart or support change.
Making meetings work is a 17 page toolkit designed to help you plan, hold and follow-up on meetings. It offers tools and resources that include a 12-slide PowerPoint deck for guiding a meeting; suggested agendas; notes on handling issues  that might arise in the process; sample emails about planning and follow-up that you can adapt and use; and other tools.
Fifteen ideas for a successful workshop is a checklist of items to help make a planning workshop more effective. Ideas cover (for example) setting expectations, handling of outcomes and feedback, and a simple but powerful approach to assessment.
Change meeting framework provides not just a template but illustrative content for a planning session relating to a change initiative. You can use it as the starting-point for developing your own set of slides to guide a meeting on any topic.
Stakeholder checklist identifies major groups that you may want to consider during planning for change. Stakeholders are those involved in, affected by and/or able to influence the outcome of change. As well as the primary groups (employees, managers and other internal participants) the list suggests external stakeholders including labor unions, local government and communities.