The present chapter treats the subject of healthy change processes and investigates their role in
organizational change. Based on observations in the research literature of the challenges inherent in
organizational change and own empirical studies, a model is presented linking the comparative
contributions of organizational change and change processes to parameters of the psychosocial work
environment. The model takes as its point of departure that change can be treated as an overall force
which is associated in a general way with certain effects for the psychosocial work environment,
independent of the change content of any given change effort. Further, a conceptualization of the healthy
change process is presented comprising five dimensions: Awareness of norms, awareness of diversity,
leader availability, constructive conflicts, and role clarification. These different dimensions are then
discussed in terms of their individual contributions to the psychosocial work environment of
organizations undergoing change. The chapter concludes with some lessons as to what a healthy change
process can – and cannot hope to provide.