This paper examines the role of reflexivity in supporting middle managers in understanding and facilitating large-scale change management projects in their organisations. Utilising an example from a UK university, it is argued that the development of a conceptual model to fit local circumstances enables deeper understanding and better informed decision-making. The cultural and practical difficulties of applying industry-derived management models to higher education institutions are noted. A more nuanced approach is advocated instead, recognising the need for university managers to conceptualise their own circumstances by taking account of local organisational norms and culture to better understand and therefore manage challenging change projects. In conclusion, practical theorising can (re-)structure a complex situation and support the middle manager through the emotional and political challenges of organisational change.