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In 1992 the author had built Curteis Chains Ltd into a highly effective small company with a turnover in excess of [pounds]2.5 million. But the rapid growth of the company had not just outgrown the building, it had also outgrown the ability of the company to cope. If further growth was to be acheived, things had to change. This article describes how the author realized that some people coped well with change and others could hardly cope at all. That observation proved to be a breakthrough, and this article describes the way the business and the ideas have progressed since.