Kubler‐Ross′ stages of death and dying – denial, anger, bargaining, depression and acceptance‐have formed the basis of much of the therapeutic work with the terminally ill. As death and dying are the ultimate instances of change in a person′s life, it is hypothesised that Kubler‐Ross′ work has an application to the theory and process of change. A four‐stage model of organisational change‐denying, dodging, doing and sustaining – based on Kubler‐Ross is presented. These four stages are linked to the four organisational levels, generating a seven‐phase framework that integrates the complex interplay of denying, dodging, doing and sustaining in the individual, the team, the group and the organisation.

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Levels of complexity are constituent elements in living systems. The organization as a complex living system comprises four levels – individual, face‐to‐face team, group‐divisional, and policy‐strategy. Applies one framework of organizational levels to the university context and shows how a focus on the successful completion of the tasks on each level provides a paradigm for effective administration.

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