Change strategist Phil Buckley’s valuable third book helps readers respond to colleagues who are struggling through periods of organizational change and letting those struggles affect their behavior.

When change initiatives launch, first responses tend to be positive, Buckley writes. But as the new reality sinks in, staff realizes that “transformation is a full-time job in addition to their day-to-day operations,” and “the downward spiral begins: monkeys start throwing wrenches.”

The book is split into four sections that guide readers in understanding why people throw wrenches; understanding the ten most common behaviors; what to do once wrenches are thrown; and how to respond. The tone is empathetic and humble; even well-intentioned readers, he reminds us, are “looking out for [themselves] and [their] futures just like everyone else.” The four reasons people throw wrenches (self-interest, power, politics, and emotions) are “rooted in our human condition and need for self-preservation.”

Buckley effectively uses stories from his own career, including a high-stress two-year stint as change management lead on a North American SAP systems implementation, to illustrate ways to respond to behavioral wrenches. For example, he cautions that rumor spreading (which falls under the “sabotage” heading) can lead to the rumor becoming the “source of truth.” He advises readers to battle rumors by being curious and asking questions, trying to get to the real story, and testing the claim with facts or reason.

This is all markedly helpful advice for understanding why people cause problems and how to choose a script for one’s response—and in what tone to respond. The book is written in a clear, engaging manner with easily relatable examples and thorough end notes for those wishing to know more.

While it would be an unfortunate employee who is suddenly put in the position of needing this information, Buckley’s book allows readers to be ready when any wrenches come zinging their way.

Also available in ebook and audio book.