In this turbulent time of globalization, technological innovation, and intense competition, change is essential for the survival and prosperity of business organizations. Players in organizational change bear a major responsibility for advocating, initiating, and facilitating major changes in the organization. There are many opportunities to influence change. Leaders influence subordinates to implement ‘top down’ change. Leaders influence bosses to approve and support a ‘bottom up’ change. Leaders influence peers to join in a coalition to gain approval from higher management for a proposed change. Leaders also seek assistance from peers in implementing a change that has already been authorized by higher management. This chapter describes how interpersonal influence is exerted in attempts by individual players to initiate or facilitate organizational change. The chapter begins with a description of findings in research on dyadic influence tactics. Next is a review on how players use influence tactics to initiate change in organizations and how they can create facilitating conditions for initiating change and follow guidelines for using specific tactics effectively.