This two-part report outlines advice on functioning as a leader during periods of change, examining such topics as the change process, failure of reforms, and issues of self. The first section begins by stating "Five Principles" for managing change, including: (1) identify the adaptive challenge; (2) regulate distress; and (3) direct disciplined attention to the issues. This section next offers seven tips on "Leadership and Self," such as (1) distinguish self from role; (2) externalize any conflict; and (3) find a sanctuary. The next two topics, "Why Reforms Fail" and "Propositions for Success," are discussed in greater detail, with seven facets of each topic examined. Reasons for failure of reforms include: (1) faulty maps of change; (2) symbols over substance; and (3) impatient and superficial solutions. Success can be achieved by knowing, among other facts, that problems are our friends; (2) change is resource-hungry; and (3) all large-scale change is implemented locally. The first section concludes with "Mapping the Change Process," which includes suggestions on identifying desirable outcomes and those that have been achieved, and developing a common theory of change or action. The second part of the report deals with "Self-Reflection Strategies," explaining the importance of self-reflection and introducing four strategies to be used in monitoring and reflecting on the progress of a change effort, including reflecting on the expectations of key players, and reflecting on the dynamics and decision-making processes of the group. The report's appendix includes an"Interorganizational Linkage Matrix," implementation checklist, organization dimensions scale, and "Stages of Development" chart. (EV)