This work addresses a major gap in our understanding - the implementation of change in organizational contexts that are abnormal, exceptional, or extreme. This can involve changes required to prevent or limit the recurrence of accident, attack, catastrophe, crime, crisis, disaster, disruption, failure, fraud, interruption, loss, theft, or other untoward, ‘sentinel’ or non-routine events. This raises a number of important questions such as:

o   What are the implementation issues?

o   What combination of opportunities and barriers arises in such settings?

o   Do those responsible require special capabilities?

o   Is it necessary to design tailored processes?

o   If there is an expectation of rapid change, is it possible to follow routine advice concerning communication, and ensure the participation of those whose work will be affected?

o   With regard to communicating change, the media will in many instances have already provided blanket commentary; does that matter?

o   Do unique problems arise in situations that involve changes to prevent future events, which have still to happen?

o   Are changes introduced in extreme contexts more likely to be sustained, or are they more prone to decay, as conditions - and emotions - return to normal?

A study of these issues will contribute both to theory and practice with regard to managing change in extreme contexts, and also to the management of change in normal, or less extreme conditions, too.