Mark Craemer writes the Workplace Wrangler blog in the Seattle Times. In his June 28 posting ("When Change Management Efforts Get Derailed") he discussed 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

By Jim Shaffer, author of The Leadership Solution

I've been leading clients through major and minor change over the past 25-plus years. I suspect I've read every promising book on the subject. Some are excellent in that they explain why change is necessary and what you should do to manage the change process successfully. But this is the first book I've seen that gives you very specific resources to do the job.

Richard Bevan's new book, Changemaking, is a toolbox packed with checklists, meeting agendas, suggested talking points, survey questionnaires and tools, worksheets, templates, sample e-mail messages, workshop planning guides, PowerPoint meeting guides and on and on. These are the proven, workable tools that Bevan has successfully used over the years with his clients.

Changemaking takes up where all the other change-related books ended. It's the book that should have come with all the other books.

For anyone managing a small or large business through change, it will make your life a whole lot easier.

By Alan Feinberg, entrepreneur and corporate advisor

You won't see any business books advocating his leadership style, but Niccolo Machiavelli certainly knew a thing or two about change management when he said that: "There is nothing more difficult to take in hand, more perilous to conduct or more uncertain in its success than to take the lead in the introduction of a new order of things."

Changemaking, Richard Bevan address the difficult, perilous, and uncertain subject of change management with depth and insight. He has distilled his years of experience as an executive, consultant, and educator into a comprehensive guide for the executive who appreciates that there are no shortcuts or quick fixes when it comes to successfully leading an organization thorough times of change.

As other reviewers have noted,
Changemaking is chock full of functional tools, proven methods, and specific techniques that can be applied to facilitate change. This is a practical workbook that is meant to be used, not read once and put on a shelf. Explore the chapters, study the "micro-cases", and modify the nearly 50 resources (templates, worksheets, processes, guidelines) to suit your needs.

You'll know that you've gotten the most out of this material when your tattered, dog-eared copy is so full of yellow highlighted paragraphs, notes in the margins, and coffee stains that you can barely read it.

As an entrepreneur and veteran of multiple Silicon Valley start-ups, I experienced firsthand the difficulty of managing change, especially in times of rapid growth (and unfortunately, rapid decline). In reflecting on the decisions that I've made over the years, I wonder how much more effective I might have been with a copy of
Changemaking in hand.

By Marshall Goldsmith, NYT best-selling author of MOJO and What Got You Here Won't Get You There

is a must-read!

By Brian Grant, Chairman, MCN

It's a given that businesses need to change to survive. It is also unfortunately true that most organizations resist change on the institutional or personal level. Changemaking recognizes the resistance to change but goes beyond theory and an outline of the problem. It provides specific techniques and worksheets for organizations to make change happen effectively.

The book is easy to read and the tasks are presented in a way that outlines how to execute them. Buyers of the book are getting the distillation of a career managing change, teaching and consulting. I'm chairman of a company that I founded. I know personally how challenging it can be to engage others in change. The framework outlined in the book (for example, in Chapter 2 on keeping change on track) can be used to frame problems and engage in smaller interventions and discussions, short of major change initiatives.

Since engaging people and addressing resistance is a component of effective leadership, studying this book can help one be a more empathetic and effective manager, even if one does not put in place a full-fledged program.

Changemaking could be equally valuable in a political context outside of the corporation, for example in engaging a community in a process that requires change. It's just been released. It's a practical, highly relevant and useful handbook.