The responsibility for managing change is with management and executives of the organisation - they must manage the change in a way that employees can cope with it. The manager has a responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint (to 'step back', and be non-judgemental), and then to help people understand reasons, aims, and ways of responding positively according to employees' own situations and capabilities. Increasingly the manager's role is to interpret, communicate and enable - not to instruct and impose, which nobody really responds to well (Alan Chapman 2005-06).

It is also important to estimate what impact a change will likely have on employee behaviour patterns, work processes, technological requirements, motivation, and work-related wellbeing. Management must assess what employee reactions will be and craft a change programme that will provide support as workers go through the process of accepting and implementing change. The programme must then be implemented, disseminated throughout the organization, monitored for effectiveness, and adjusted where necessary. Organisations exist within a dynamic environment that is subject to change due to the impact of various change "triggers", such as evolving technologies. To continue to operate effectively within this environmental turbulence, organizations must be able to change themselves in response to internally and externally initiated change. However, change will also impact upon the wellbeing of individuals within the organization. Effective change management requires an understanding of the possible effects of change upon people, and how to manage potential vulnerable areas as sources of resistance to that change.