This paper reports an action research study in which we explore the problems of organisational change within a large non-profit organisation – a so-called “third sector” – organisation. We focus on the mutual interaction of an organisational change initiative and the motivation of the workforce. We review the nature of the social service delivery sector, of which the focal organisation is a part, and develop, in the context of this study, an analogy with the class of systems described as organisational networks. We argue that the findings from this study may be expected to have application in organisational change within organisational networks, generally.