ABSTRACT
This chapter is about understanding and managing radical change in organisations and systems. It aims to provide a synthesis of useful theories that can be used by those who are experiencing the rationalisation of services and resources. It focuses on those leaders in schools and systems who are expected to represent the interests of both the learning community and the state in responding to a major form of change-reorganisation. The complexity of such a role and the pressures brought about by reorganisation are not to be underestimated.
