Almost three quarters of all change efforts fail to achieve the intended result. This chapter reflects on theories, methodologies, and practices for organizational change and learning, and wish to contribute to achieving better results in changing organizations. The chapter offers and understanding in the dynamics of organizational change and learning and untangles the mysteries of change processes. This chapter offers no clear set of ‘rules of thumb’ or ‘best ways’ to change organizations effectively but presents divergent perspectives which may be helpful to develop new perspectives. The chapter starts with reflections on the dynamics of organizational change and learning. It compares multiple perspectives on change and learning, and explores tensions between the perspectives. The second section summarizes change methods presented in this handbook, and links them to assumptions and values in organizational change. The third section focuses on specific issues in organizational change and learning. This chapter concludes with opportunities and questions as to the dynamics of organizational change and learning. In this way this chapter may encourage practitioners, scholars and scientists to reflect on their own practices and theories, to elaborate on their own fascinations, and to develop and explain their own methodologies to change organizations successfully.