As marketisation, stratification and performance measurement besiege Higher Education, managing change becomes a critical leadership and administrative skill. Managing the student experience and organisational reputation take on renewed significance. Yet whilst much attention is paid to quality assurance and validation processes as Higher Education seeks to develop programmes that address stakeholder demands, little work has been done that looks at course closure. It is suggested that fresh perspectives drawn from change communications scholarship, can provide practical value to university leadership teams. In particular, by recognising course closure as a form of trauma, then universities might be better placed to communicate with and support students on closing courses.