The introduction of new technologies, the optimization of business processes, or the merging of organizational units are just a few examples of typical organizational changes, the success of which critically depends on whether those affected accept the change and actively support it. Change leaders and managers are therefore challenged to design change processes in such a way that those affected respond positively to the innovations and can identify with the changes. This volume presents models and empirical findings that help change leaders better understand the experiences and behaviors of those impacted by the change. Additionally, it highlights the factors that change leaders should pay attention to in order to achieve acceptance and support for the change.