Welcome to the home of the Tipping Point suite of Change Management training materials

The Tipping Point offers the best Change Management training available anywhere. Whether you are looking to arrange an externally facilitated workshop, or you are looking to become trained to run workshops inhouse we can help.

Drawing on extensive research and 25+ years practical experience the Tipping Point materials are built on solid theory. The Workshop itself provides a thorough, engaging and practical way of learning about the way change happens in organisations, and how change can be most effectively led.

If you are faced with leading change yourself, or supporting others in learning about leading change the Tipping Point Workshop is for you. The Workshop applies gamification and action learning, featuring the ingenious Tipping Point Change Management Simulation. This is a computer based change simulation designed to help people learn about change through play and experience within a safe and supportive environment.

Recently revised and updated, the Tipping Point 2.0 materials include the following key features:

Face to face/Virtual

Specifically designed for use within face to face and virtual workshops (e.g. via MS Teams, Zoom, etc)

Inhouse/External Workshop Support

Comprehensive training support is available to deliver the workshop directly, or provide facilitator training

Updated Simulation

Brand new user interface to the Tipping Point Simulation supporting increased interaction and ease of use

Updated Training Materials

Revised and updated supporting materials for participants and facilitators, including new slides and workbooks

Strategic Partnerships


Karen Dickinson
Learning and Development Manager, Sheffield Health and Social Care Trust

The Workshop has provided a practical tool for managing our change… a refreshing and pragmatic approach.

Michelle Brown
Head of Organisational Development, Tees Esk and Wear Valleys NHS Foundation Trust

The Tipping Point Workshop is providing our senior managers with a shared understanding of the levers of change and a common language as we plan and progress critically important developments in the way our Trust operates and performs. The Workshop’s ‘seven levers’ provide an invaluable mental model, and we have noted specific examples of shifts in emphasis that have resulted directly from learning that has emerged from the model’s

April K Mills
Change Coach, Intel Corporation

With Andrea Shapiro’s “Tipping Point” model, I have a suite of materials to effectively guide change. I’ve used Andrea’s work to cut months out of change deployments and dramatically change adoption rates.

Hayden Whitmore
Site Change Manager, GlaxoSmithKline, Dartford, UK

The most remarkable thing for me was to see the transformation in thinking and dialogue in such a short space of time across the whole group from operators to senior managers. The plan [they created after the workshop] is also radically different from anything created on site previously.

Senior Director
Change Management in a global manufacturing and supply organisation.

We have used the Tipping Point model in a multi-year transformation programme impacting a 30,000+ FTE Global Manufacturing & Supply organisation. We have built the capability of leaders and their teams to create and own plans for complex change and have consistently found that the simplicity of the model has been very well received at all levels.
We have incorporated the principles for the Tipping Point model into a broader system for managing change that aligns very well with the business’s existing Change Framework. This approach is now firmly established in Manufacturing & Supply and we’re now seeing leaders and teams continuing to refer to the Tipping Point’s ‘Attitudes towards change’ and using the Tipping Point levers in the design of new projects and delivery of incremental change in business as usual.

Michelle Brown
Head of Organisational Development, Tees Esk and Wear Valleys NHS Foundation Trust

The workshop itself and the supporting materials are cleverly designed to suit the needs of all learning styles – active learners are attracted to the hands-on ‘learning by doing’ nature of the workshop, while more reflective learners have access to in-depth explanations and evidence of the underpinning theories and principles. We have seen many examples of ‘penny dropping’ moments as colleagues reflect on their experiences of change and gain insights into what works, what doesn’t, and why.

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