This is the final installment of a series of articles providing an overview of the concepts associated with complex adaptive systems and methods for influencing organizational change from a complexity perspective. A sampling of change methods is described briefly in this article, and additional references and reading sources are provided for those interested in obtaining more in-depth knowledge. Richard Knowles developed a nine-step Process Enneagram model for change in organizations, which builds on the dual foundations of practical process management and the complexity of human behavior in organizations. Glenda Eoyang and Ed Olson wrote the book Facilitating Organization Change, which offers very practical tools and methods for change from the complexity perspective. Note that in their book, the authors make explicit reference to total quality management (TQM) and the quality improvement movement, noting that despite the many achievements of the TQM method, it was difficult to address the underlying complex dynamics of lasting organizational change.