This research is an experiential learning history of a change management process that occurred within a local government department which undertakes the plans approval service. In 2000, the department underwent a change management process aimed at streamlining the plans approval process; minimizing the approval timeframe and encouraging investment. This research uses a qualitative framework and case study approach to understand the context of the requirement for the change, the implemented changes and the aftermath of the changes. The author analyses sample data from the recipients of the change management experience, against systems theory and change management theory, to enable a greater appreciation of the complexity of the process and the high impacts of specific choices in the change management process. This research documents the experience of the change management process by the recipients of change. In so doing it offers a greater level of insight of the way in which change is experienced, thereby promoting better choices by practitioners in the field of change management.