In this paper, the author draws upon his interest, as a psychotherapist, in working with change at a psychological and individual level, and on his experience of the radical changes currently taking place in higher education, specifically the University where he manages several services, including a Counselling Service. Through leading and facilitating workshops, he has had many opportunities to speak to those at the heart of change, and to observe and think about the variety of responses to organisational change. His focus is on change within higher education, though the principles he discusses--what he refers to as the 3Cs (Context, Communication and Commiseration)--have a much wider application. In some cases, those leading the change will be external "professional" change managers--unfamiliar with the culture of the institution and the attitudes and values of its staff. They will carry out a time-limited project and then move on, leaving others to deal with the changed situation. As such, they may be detached from, and uninterested in, the background and psychological reactions of staff. Alternatively, they may be embedded within the institution and within teams; they may know staff well and may be consulted about the changes and help design them, introduce them, and see them through. This paper addresses this latter group of people. (Contains 4 figures.)