Abstract One of the primary tasks of leaders in any organization is to initiate changes. Different models describe changes in various perspectives. The leaders of an organization may use any model depending on their systems and the type of change implemented. The paper compares Price Waterhouse and Michael Beer models. It covers the strengths and weaknesses of each model and implications they have if applied in organizations. Both Price Waterhouse and Michael Beer models shows how to transform change effectively in employees. Introduction Change is inevitable in an organization or a company. Employees react differently to organizational changes depending on the models used. Some employees may have positive reactions and others may have negative reactions. While some of the changes receive joyous reactions, most of these organizational changes face fierce reactions. Psychologists attribute these variations in reactions to the nature of human brains. There are two systems in human brains, emotional and rational systems. Emotional system deals with emotional changes, while rational system in the brain deals with logic and thoughtful changes. Employees receive organizational change easily and positively when the two systems are in alignment. It is possible to overcome negative reactions to hard changes in organizations by making sure that emotional system and logical system align. To transform change in their employees effectively, organizations use different steps and models. A comparison of steps and models used by Price Waterhouse and Michael Beers to implement change within organizations successfully Although the steps and models used by Price Waterhouse and Michael Beers to implement changes within organizations are different, the results of the steps and models in transforming changes to employees correlate the two. According to Chip and Dan, (2010), different leaders use different models to transform and implement changes within their organizations (p.298). However, there exist similarities in the strategies, which organizations use to transform change in their employees. Comparison Price Waterhouse model requires an organization to make changes in all departments and processes. Redesigned processes in an organization lead to changes in procedures and jobs. As stated by technologies and systems also need to change to keep up with the dynamic needs of customers. Changing “the processes, procedures, and system removes barriers to implement change for the employees and they are able to adapt to the changes and new processes” (Herzog 1993, p.87). In Michael Beer model, changes in the organization should only involve organizational processes and should not affect the employees. The model does not require changes in all departments like in the case of Price Waterhouse. Michael Beer model requires for changes in the staff when the individuals/employees in the organization are unable to develop commitment and skills used in the new organizational arrangement. Price Waterhouse models describe the process of change mainly using organizational leaders, but consultants have the freedom to adopt the process. On contrary, Michael Beer model does not involve a sponsor in any of its steps. The model does not have a change t